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GNDU Question Paper-2021
Bachelor of Business Administration
BBA 3
rd
Semester
MANAGEMENT ACCOUNTING
Time Allowed: Three Hours Max. Marks: 50
Note:- Attempt FIVE questions in all, selecting at least ONE question from each section.
The fifth question may be attempted from any section. All questions carry equal marks.
SECTION-A
1. "Management Accounting aims at facilitating effective management by providing
information for managerial decisions". Discuss the statement.
2. What are the functions and duties of a management accountant? What are the tools
and techniques of Management Accounting?
SECTION-B
3. You have been given the following Balance Sheet of ABC Limited as on 31 March, 2016
and the additional information:
Balance Sheet :
Liabilities
Rs.
Assets
Rs.
Share Capital
(Rs 10 Fully paid up
shares)
20,00,000
Good will
8,00,000
Land & Building
20,00,000
Plant & Machinery
10,60,000
Reserves & Surplus
20,00,000
Furniture
4,00,000
10% Debentures
20,00,000
Investments
13,30,000
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Sundry Creditors
12,00,000
Stocks
16,00,000
Provision for tax
4,00,000
Debtors
3,60,000
Bills Payable
1,50,000
Cash and Bank
2,00,000
Total
77,50,000
Total
77,50,000
The stock and debtors of the company as on 1 April, 2015 were Rs. 24,00,000 and Rs.
4,00,000 respectively; Sales of the company for the year ended on 31 March, 2016
were Rs. 90,00,000 on which company earned a gross profit of Rs. 18.00.000. Compute the
following ratios:
(a) Working Capital ratio
(b) Acid test ratio
(c) Stock Turnover ratio
(d) Average collection period
(e) Debt equity ratio
(i) Proprietary ratio
(g) Fixed Assets to Net Worth ratio
(h) Fixed Assets to long term funds ratio.
4. What do you mean by comparative financial statements?
What are the objectives of preparing comparative financial statements?
SECTION-C
5. What are the different responsibility centers which can be set up in an organization ?
Explain the importance of responsibility accounting.
6. From the following Balance Sheet and the additional information, you are required to
prepare Fund Flow Statement for the year ended 31 December. 2013:
Liabilities
31
st
Dec 2012
Rs.
31
st
Dec 2013
Rs.
Assets
31
st
Dec 2012
Rs.
31
st
Dec 2013
Rs.
Share Capital
24,00,000
28,00,000
Buildings
32,00,000
38,00,000
General
Reserve
24,00,000
26,00,000
Machinery
24,00,000
29,00,000
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PL Ac
12,00,000
10,00,000
Stocks
20,00,000
16,00,000
10%
Debentures
24,00,000
24,00,000
Debtors
12,00,000
10,00,000
Sundry
Creditors
16,00,000
18,00,000
Investments
14,00,000
12,00,000
Provision for
tax
2,00,000
3,00,000
Cash
2,00,000
1,80,000
Outstanding
expenses
2,00,000
80,000
Goodwill
-
1,00,000
Pre-received
Incomes
1,60,000
20,000
Prepaid
expenses
90,000
1,20,000
Outstanding
incomes
70,000
1,00,000
1,05,60,000
1,10,00,000
1,05,60,000
1,10,00,000
Additional information:
(i) During 2013 dividends of Rs. 1,20,000 were paid.
(ii) Depreciation on Plant and Machinery amounted to Rs. 2,44,000.
(iii) Provision for tax made during the year Rs. 3,00,000.
(iv) Loss on sale of machinery amounted to Rs. 56,000.
SECTION-D
7. "Working Capital should neither be excessive nor inadequate". Examine the statement
by giving reasons.
8. What are the different approaches for determining Working Capital mix? Which of
these approaches do you think is the best?
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GNDU Answer Paper-2021
Bachelor of Business Administration
BBA 3
rd
Semester
MANAGEMENT ACCOUNTING
Time Allowed: Three Hours Max. Marks: 50
Note:- Attempt FIVE questions in all, selecting at least ONE question from each section.
The fifth question may be attempted from any section. All questions carry equal marks.
SECTION-A
1. "Management Accounting aims at facilitating effective management by providing
information for managerial decisions". Discuss the statement.
Ans: Imagine you are the captain of a large ship sailing through the ocean. The sea is wide,
the winds change direction, and storms can suddenly appear. Now, as a captain, you can’t
just guess which way to go or how much fuel you need. You must have a proper navigation
system, a compass, a weather forecast, and a detailed map to make the right decisions.
Without these, you might end up lost in the middle of the sea.
In the world of business, management plays the role of the captain, and the navigation
system is “Management Accounting.” It doesn’t just record numbers like traditional
accounting. Instead, it guides managers by giving them the right information at the right
time so they can make better decisions, avoid risks, and lead the business safely toward its
goals.
That is why it is often said:
󷵻󷵼󷵽󷵾 “Management Accounting aims at facilitating effective management by providing
information for managerial decisions.”
Let us explore this statement in detail, but in a way that feels like a journey rather than a
textbook definition.
󹳴󹳵󹳶󹳷 Understanding the Core Idea: What is Management Accounting?
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First, think of accounting as a language of business. Financial accounting is like a diary—it
records what happened in the past, such as profits, losses, expenses, and income. But just
reading the diary of yesterday does not guarantee success tomorrow.
Management Accounting, on the other hand, is like a GPS for managers. It collects financial
data, mixes it with cost data, statistical figures, and sometimes even non-financial
information (like customer satisfaction or employee performance), and then converts it into
useful reports, graphs, and insights.
This way, managers don’t have to guess. They can see the facts clearly and decide:
• Should we increase production?
• Should we launch a new product?
• Should we reduce costs somewhere?
• Should we invest in new technology?
Thus, management accounting is decision-oriented rather than record-oriented.
󹳴󹳵󹳶󹳷 Why is Information so Important for Decisions?
Let’s take a simple daily-life example. Suppose you want to cook dinner for your family.
Now, before cooking, you need to know:
• How many people are eating?
• What ingredients are available?
• How much time do you have?
• What is everyone’s preference—spicy, sweet, or simple?
Without this information, you might either cook too little, cook the wrong dish, or waste
ingredients.
Similarly, in business, managers can’t make decisions blindly. They need information—about
costs, revenues, competition, market demand, resources, and risks. Management
accounting collects, processes, and delivers this information so that managers can choose
the best path, just like a chef chooses the best recipe.
󹳴󹳵󹳶󹳷 How Management Accounting Facilitates Decisions
To understand this, let’s imagine a company as a small town. In this town, there are
different needs: food, water, safety, and growth. Management Accounting works like a
counselor for the mayor (the manager). It advises on what steps to take by using different
tools. Let’s look at some examples:
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1. Planning and Forecasting
A company wants to launch a new product, say a smartphone. Should it go ahead?
Management accounting will analyze:
• Estimated production cost
• Expected demand in the market
• Pricing strategy of competitors
• Break-even point (how many phones must be sold to cover costs)
With this, management can plan properly instead of just taking a wild risk.
2. Cost Control
Suppose the production cost of each phone is too high. Management accounting will trace
where money is being wasted—maybe on raw materials, maybe in packaging, or maybe in
labor hours. This helps in controlling costs effectively.
3. Performance Measurement
Imagine you are a cricket coach. You need statistics like runs scored, strike rate, and wickets
taken to judge your team’s performance. Similarly, management accounting provides
performance reports—how different departments are performing, whether sales targets are
achieved, or whether employees are efficient.
4. Decision-Making in Uncertainty
Sometimes managers face “either-or” decisions. For example:
• Should we make a product in-house or buy it from outside?
• Should we accept a special order at a lower price?
• Should we continue or shut down a loss-making branch?
Here, management accounting uses techniques like marginal costing, break-even analysis,
and cash flow analysis to guide managers in taking logical decisions.
󹳴󹳵󹳶󹳷 Benefits of Management Accounting
To make it more engaging, let’s imagine management accounting as a pair of glasses.
Without glasses, everything is blurry. With glasses, you can see the path clearly. That is
exactly what happens in management:
1. Clarity in Decision-Making – No guesswork, only facts.
2. Future-Oriented Approach – Helps in forecasting and planning ahead.
3. Better Utilization of Resources – Ensures no wastage of money, time, or manpower.
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4. Coordination Between Departments – Just like an orchestra needs coordination,
management accounting unites sales, production, finance, and HR.
5. Improved Profitability – By controlling costs and increasing efficiency, profits rise
naturally.
󹳴󹳵󹳶󹳷 Limitations (Because Every Tool Has Its Weakness)
Of course, management accounting is not a magic wand. It also has some limitations:
• It depends on the accuracy of financial and cost accounting data. Wrong data =
wrong decisions.
• It only provides information; the final decision still depends on the manager’s
judgment.
• It may sometimes become costly to prepare detailed reports.
Still, despite these limitations, it is far more useful than relying on intuition alone.
󹳴󹳵󹳶󹳷 Bringing It All Together (Conclusion)
Let us return to our ship captain story. A captain without a compass, map, or weather
forecast is likely to get lost. Similarly, a business manager without management accounting
will struggle to survive in today’s competitive world.
Management accounting does not just “record” numbers—it transforms them into
meaningful insights. It acts like a friend, philosopher, and guide for managers, showing them
where they stand today, where they can go tomorrow, and what risks they must avoid.
So, the statement—
󷵻󷵼󷵽󷵾 “Management Accounting aims at facilitating effective management by providing
information for managerial decisions”
is not just true; it is the very essence of why management accounting exists.
Without it, management would be like shooting arrows in the dark. With it, management
walks confidently, making informed choices that lead the organization toward growth,
stability, and success.
2. What are the functions and duties of a management accountant? What are the tools
and techniques of Management Accounting?
Ans: Functions and Duties of a Management Accountant & Tools and Techniques of
Management Accounting
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Imagine for a moment that a business is like a large ship sailing in the middle of the ocean.
The owner of the ship is the shareholder, the captain of the ship is the manager, and the
one who constantly guides the captain with numbers, directions, calculations, and warnings
about storms or opportunities is none other than the management accountant.
Without this “navigator,” the captain might lose the way, overspend fuel, or even crash into
danger. That’s how important the management accountant is in an organization. Let’s now
slowly unfold the functions, duties, and tools of management accounting in this story-like
manner.
Who is a Management Accountant?
A management accountant is not just a person who deals with figures. He is like the
“business doctor” who checks the health of a company through its financial data, diagnoses
problems, and prescribes remedies. Unlike a financial accountant, who mainly looks
backward (recording what has already happened), the management accountant looks
forward — predicting the future, suggesting strategies, and helping the managers take the
right decision at the right time.
Functions and Duties of a Management Accountant
Let’s think of the management accountant as a guide on the ship. What exactly does he do?
1. Planning Assistance
Every business wants to know: Where are we going?
The management accountant prepares budgets and forecasts, telling managers how much
money will be needed, what income is expected, and how to allocate resources. For
example, before a company launches a new product, the management accountant
estimates the cost of production, marketing budget, and expected profits. This acts like a
map for the journey ahead.
2. Helping in Decision Making
Managers face many questions daily:
• Should we increase the price?
• Should we close down a loss-making branch?
• Should we invest in a new machine?
The management accountant provides data-driven answers using tools like cost analysis,
break-even analysis, and ROI (Return on Investment). He is like the advisor whispering into
the captain’s ear, “This route will save us fuel,” or “That path is risky.”
3. Controlling Performance
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Just like a ship’s captain checks whether the ship is on course, management accountants
compare actual performance with planned budgets. If the company is overspending, they
raise the red flag. For instance, if a department spends more than its budget, the
management accountant highlights the variance and suggests corrective steps.
4. Communication of Information
Numbers themselves are silent. The management accountant gives them a voice. He
prepares reports, charts, and dashboards to explain to managers what the numbers mean.
For example, instead of just saying “Sales increased by 10%,” he explains whether that
growth is due to higher demand, better marketing, or seasonal effects.
5. Safeguarding Assets
Every ship has valuable cargo, and every business has assets — machines, cash, inventory,
and intellectual property. The management accountant ensures these are used efficiently
and not wasted. He designs systems to prevent fraud, theft, and misuse.
6. Encouraging Efficiency
The management accountant motivates departments to work efficiently by setting
performance standards and linking them with rewards. He is like a coach who tracks the
players’ performance and helps them improve their game.
7. Tax Planning and Compliance
A company must also obey government laws and pay taxes wisely. The management
accountant plans how to minimize tax legally and ensures compliance, so the business
avoids penalties.
Tools and Techniques of Management Accounting
Now, let’s step into the “toolbox” of the management accountant. Just as a sailor uses
maps, compasses, and radar, a management accountant uses several tools and techniques
to guide the business.
1. Financial Statement Analysis
This is like reading the ship’s logbook. By analyzing balance sheets, profit and loss accounts,
and cash flow statements, the management accountant understands the financial health of
the business. Techniques like ratio analysis, trend analysis, and comparative statements are
used.
2. Budgetary Control
Budgets are the roadmaps for a company’s journey. Through budgetary control, actual
performance is compared with the budget, and deviations are studied. This helps managers
control costs and stick to the plan.
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3. Standard Costing
In this method, the management accountant sets a “standard” cost for production (like a
benchmark). Later, the actual cost is compared with the standard to find variances. For
example, if the standard cost of producing one shirt is ₹200 but the actual cost comes to
₹250, he investigates the reason and suggests improvements.
4. Marginal Costing
This is the technique of analyzing costs in terms of “variable” and “fixed.” It helps in short-
term decisions like whether to accept an additional order at a lower price, or whether to
continue or shut down a product line.
5. Break-even Analysis
This tool shows the point where total cost equals total revenue — meaning no profit, no
loss. It is like a sailor asking, “At what distance will we cover the fuel cost of the journey?”
Managers use this to decide pricing, output levels, and risk.
6. Cash Flow Analysis
Cash is the lifeblood of any business. Through cash flow statements, the management
accountant shows where money is coming from and where it is going. This helps avoid a
cash crunch — like ensuring the ship has enough fuel to keep sailing.
7. Capital Budgeting
Before investing in long-term projects (like buying a new factory or launching a new
product), the management accountant uses techniques such as Payback Period, Net Present
Value (NPV), and Internal Rate of Return (IRR) to judge whether the investment is
worthwhile.
8. Responsibility Accounting
Here, each department or manager is treated like a “mini-ship” with its own goals and
budgets. The management accountant tracks performance separately for each responsibility
center, so accountability becomes clear.
9. Trend Analysis and Forecasting
The management accountant studies past data and predicts future trends in sales, costs,
and profits. Just like a sailor predicts the weather based on past patterns, forecasting helps
businesses prepare for the future.
10. Cost-Volume-Profit Analysis
This technique studies the relationship between cost, sales volume, and profit. It answers
questions like: If sales increase by 20%, how much will profit increase? This helps in setting
targets and strategies.
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Conclusion
So, in simple words, the management accountant is the navigator, doctor, coach, and
advisor of the business world. His functions include planning, decision-making, controlling,
communication, safeguarding assets, and improving efficiency. His toolbox is filled with
powerful techniques like budgetary control, standard costing, marginal costing, break-even
analysis, capital budgeting, and cash flow analysis.
Without him, a business would be like a ship wandering blindly in the sea. With him,
managers can sail confidently, avoid storms, and reach their destination of profits and
growth.
SECTION-B
3. You have been given the following Balance Sheet of ABC Limited as on 31 March, 2016
and the additional information:
Balance Sheet :
Liabilities
Rs.
Assets
Rs.
Share Capital
(Rs 10 Fully paid up
shares)
20,00,000
Good will
8,00,000
Land & Building
20,00,000
Plant & Machinery
10,60,000
Reserves & Surplus
20,00,000
Furniture
4,00,000
10% Debentures
20,00,000
Investments
13,30,000
Sundry Creditors
12,00,000
Stocks
16,00,000
Provision for tax
4,00,000
Debtors
3,60,000
Bills Payable
1,50,000
Cash and Bank
2,00,000
Total
77,50,000
Total
77,50,000
The stock and debtors of the company as on 1 April, 2015 were Rs. 24,00,000 and Rs.
4,00,000 respectively; Sales of the company for the year ended on 31 March, 2016
were Rs. 90,00,000 on which company earned a gross profit of Rs. 18.00.000. Compute the
following ratios:
(a) Working Capital ratio
(b) Acid test ratio
(c) Stock Turnover ratio
(d) Average collection period
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(e) Debt equity ratio
(i) Proprietary ratio
(g) Fixed Assets to Net Worth ratio
(h) Fixed Assets to long term funds ratio.
Ans: Let’s imagine this in the form of a story — not the boring kind of balance sheets and
figures, but like we’re running our own company and trying to make sense of how strong
and healthy our “business body” really is. Financial ratios are like medical tests; just as a
doctor looks at blood pressure, sugar levels, and heart rate to check whether a person is
healthy, an examiner (or investor, or banker) looks at financial ratios to judge how well a
company is doing.
So, let’s dive into the case of ABC Limited. We’ve got their balance sheet, some extra details,
and we need to calculate eight different ratios. Don’t worry — I’ll explain every step in a way
that feels like a small adventure rather than just math.
Step 1: Let’s Look at the Balance Sheet Like a Map
Here’s what the balance sheet is telling us (numbers are in rupees):
Liabilities (what the company owes or is funded by):
• Share Capital: 20,00,000
• Reserves & Surplus: 20,00,000
• 10% Debentures: 20,00,000
• Sundry Creditors: 12,00,000
• Provision for Tax: 4,00,000
• Bills Payable: 1,50,000
Total Liabilities = 77,50,000
Assets (what the company owns):
• Goodwill: 8,00,000
• Land & Building: 20,00,000
• Plant & Machinery: 10,60,000
• Furniture: 4,00,000
• Investments: 13,30,000
• Stock: 16,00,000
• Debtors: 3,60,000
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• Cash & Bank: 2,00,000
Total Assets = 77,50,000
Now that we’ve got the map, let’s start computing the ratios one by one.
(a) Working Capital Ratio (Current Ratio)
󷵻󷵼󷵽󷵾 Formula:
• Current Assets = Stock (16,00,000) + Debtors (3,60,000) + Cash (2,00,000) +
Investments (13,30,000)
= 34,90,000
• Current Liabilities = Sundry Creditors (12,00,000) + Bills Payable (1,50,000) +
Provision for Tax (4,00,000)
= 17,50,000
So,
󽄻󽄼󽄽 Story angle: Think of current assets as the food in your kitchen, and current liabilities as
the mouths to feed. Here, for every ₹1 you need to pay, you already have almost ₹2 worth
of food. Not bad — the company isn’t starving!
(b) Acid Test Ratio (Quick Ratio)
󷵻󷵼󷵽󷵾 Formula:
• Quick Assets = Current Assets – Stock = 34,90,000 – 16,00,000 = 18,90,000
• Current Liabilities = 17,50,000
So,
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󽄻󽄼󽄽 Story angle: Here, we remove stock because it’s like uncooked food — it takes time to
prepare. The company still has slightly more quick assets than urgent dues, so it can manage
short-term needs without much panic.
(c) Stock Turnover Ratio
󷵻󷵼󷵽󷵾 Formula:
• Gross Profit = 18,00,000 (given)
• Sales = 90,00,000 (given)
• So, COGS = Sales – Gross Profit = 90,00,000 – 18,00,000 = 72,00,000
• Average Stock = (Opening Stock + Closing Stock) ÷ 2
= (24,00,000 + 16,00,000) ÷ 2 = 20,00,000
So,
󽄻󽄼󽄽 Story angle: Imagine a shopkeeper who buys goods and sells them. Here, ABC Limited
sold and replaced its stock about 3.6 times in the year. The higher this number, the faster
the shop is moving its goods — that means better business!
(d) Average Collection Period
󷵻󷵼󷵽󷵾 Formula:
• Debtors = 3,60,000
• Credit Sales ≈ Total Sales (assuming all are credit) = 90,00,000
So,
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󽄻󽄼󽄽 Story angle: This means customers take about 15 days on average to pay their bills.
That’s like lending your friend money and they pay you back within two weeks — pretty
good!
(e) Debt Equity Ratio
󷵻󷵼󷵽󷵾 Formula:
• Long-term Debt = Debentures = 20,00,000
• Shareholders’ Funds = Share Capital (20,00,000) + Reserves (20,00,000) = 40,00,000
So,
󽄻󽄼󽄽 Story angle: For every ₹1 of shareholders’ money, the company has only 50 paise of
debt. That’s a healthy sign — not too dependent on loans.
(f) Proprietary Ratio
󷵻󷵼󷵽󷵾 Formula:
• Shareholders’ Funds = 40,00,000
• Total Assets = 77,50,000
So,
󽄻󽄼󽄽 Story angle: More than half the assets are financed by owners’ funds. This means the
company isn’t too dependent on outsiders. Like a person who buys a house mostly from
savings, and takes only a small loan — safer and stronger!
(g) Fixed Assets to Net Worth Ratio
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󷵻󷵼󷵽󷵾 Formula:
• Fixed Assets = Land & Building (20,00,000) + Plant (10,60,000) + Furniture (4,00,000)
= 34,60,000
• Shareholders’ Funds = 40,00,000
So,
󽄻󽄼󽄽 Story angle: Less than 1 means the company still has some owner’s funds left after
covering all fixed assets. That balance can be used for current assets — a sign of financial
comfort.
(h) Fixed Assets to Long-term Funds Ratio
󷵻󷵼󷵽󷵾 Formula:
• Fixed Assets = 34,60,000
• Long-term Funds = Shareholders’ Funds (40,00,000) + Debentures (20,00,000) =
60,00,000
So,
󽄻󽄼󽄽 Story angle: Only about 58% of long-term funds are tied up in fixed assets. The rest are
free to support working capital. That’s like a person who has a job and still saves half of their
income for flexibility.
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4. What do you mean by comparative financial statements?
What are the objectives of preparing comparative financial statements?
Ans: You are the manager of a cricket team. Last year, your team scored 250 runs in an
important match. This year, in the same tournament, your team scored 280 runs. Now, if
someone asks you, “Was your team’s performance better this year?” you won’t simply say
“We scored 280 runs.” Instead, you’ll naturally compare it with last year’s 250 runs and
proudly say, “Yes, we performed better! We scored 30 more runs than last year.”
This simple act of comparing two years’ scores to understand improvement or decline is
exactly the idea behind Comparative Financial Statements in accounting. Just like cricket
scores tell us about performance on the field, financial statements tell us about the
performance of a business. But to truly know whether the performance has improved,
stayed the same, or declined, we need to compare them with previous years.
󹻂 What Do We Mean by Comparative Financial Statements?
Comparative Financial Statements are a special form of financial statements that present
financial data of two or more years side by side, so that differences can be spotted easily.
In other words, instead of showing just one year’s balance sheet or income statement,
comparative financial statements place multiple years’ figures next to each other. They
don’t just show numbers – they make it possible to judge whether sales have grown, profits
have increased, or liabilities have reduced over time.
󷵻󷵼󷵽󷵾 Simple definition:
Comparative financial statements are those financial statements which show financial data
of different periods, side by side, in a tabular form, along with changes in amounts and
percentages.
󹲹󹲺󹲻󹲼󹵉󹵊󹵋󹵌󹵍 Example to Visualize
Suppose a company has the following data:
Particulars
2024 (₹)
Change (₹)
Change (%)
Sales
12,50,000
+2,50,000
+25%
Net Profit
1,80,000
-20,000
-10%
Here, by simply looking at the table, you can immediately say:
• Sales increased by 25%.
• But profits actually fell by 10%.
Without comparison, these insights would be hidden.
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󹻂 Objectives of Preparing Comparative Financial Statements
Now the big question: Why do we prepare them? What purpose do they serve? Let’s break
it into simple, story-like explanations.
1. To Measure Progress Over Time
Think of a student who gets 70 marks in Class 10 and 85 marks in Class 11. By comparing, we
conclude the student has improved. Similarly, a business compares this year’s sales, profits,
and expenses with last year’s to measure progress.
󷵻󷵼󷵽󷵾 Without comparative statements, we only know “this year’s marks.” With them, we
know whether performance has gone up, down, or remained the same.
2. To Help in Decision Making
Business owners and managers must make important decisions — like whether to expand,
cut costs, or change strategies. Comparative statements highlight trends (e.g., increasing
costs, falling profits), which guide decision-making.
For example, if sales are rising every year but profits are shrinking, the management may
decide to control expenses or negotiate better raw material prices.
3. To Show Growth Trends
Imagine planting a tree. Each year you measure its height — 2 feet, 4 feet, 6 feet, and so on.
From this, you understand its growth trend. Comparative financial statements do the same
with financial data. They allow us to see whether the business is growing, stagnant, or
declining.
4. To Make Inter-Firm Comparison Easy
Suppose you want to invest in either Company A or Company B. Looking at one year’s
figures doesn’t help much. But if you see a comparative record of 3-5 years, you’ll know
which company is consistently growing and which one is unstable. This makes inter-firm
comparisons much easier and more reliable.
5. To Detect Weaknesses
Sometimes, the problem areas of a business are not visible in one year’s data. But when you
compare year by year, weaknesses like “increasing debt,” “falling liquidity,” or “rising
expenses” become clear.
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󷵻󷵼󷵽󷵾 Example: If wages were 20% of sales last year but 35% this year, it signals inefficiency.
Comparative statements act like an “alarm bell” for such issues.
6. To Communicate with Stakeholders
Investors, creditors, banks, and even government authorities prefer comparative financial
statements because they can easily understand the company’s performance over time. It
builds trust and transparency.
7. For Planning and Forecasting
Past trends are the foundation for future planning. If sales have been growing at 10% every
year, management can forecast the next year’s sales and plan production accordingly.
Comparative statements provide this base for forecasting.
󹻂 Why Are Comparative Financial Statements Enjoyable to Use?
Here’s the interesting part:
They convert boring numbers into a story of the company’s journey.
• Without them: “Our sales are ₹12,50,000 this year.”
• With them: “Our sales grew by 25% this year compared to last year, but profits fell
by 10% because of higher expenses.”
See the difference? The second statement is much more meaningful and tells the full story,
not just a number.
󹻂 Conclusion
Comparative financial statements are like a mirror that not only shows today’s face but also
yesterday’s face, so we can see whether we look better, worse, or the same. They are
essential tools for businesses, investors, managers, and students of commerce to judge
financial health.
Their objectives go far beyond simple reporting — they help measure progress, guide
decision-making, show trends, detect weaknesses, and enable future planning.
So, whenever you hear the term “Comparative Financial Statements,” just remember the
cricket score example: we don’t just celebrate 280 runs; we celebrate because it’s better
than 250 runs last year. And that’s the magic of comparison!
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SECTION-C
5. What are the different responsibility centers which can be set up in an organization ?
Explain the importance of responsibility accounting.
Ans: The Story of “Organizopolis” — The City That Ran on Responsibility
Once upon a time, in the city of Organizopolis, the Mayor (CEO) wanted the city to grow
bigger and stronger. But running a whole city alone? Impossible. So, the Mayor divided the
city into districts, and each district had its own Governor — each responsible for different
things.
In business terms, these districts are what we call Responsibility Centers — small units
within the organization where a manager has control over certain activities and resources.
There are four main types of these “districts” in our story:
󷃆󷃊 Cost Centers – The Budget Guardians
In our story: The “Clean Streets Department” of Organizopolis makes sure the streets are
spotless. They don’t directly bring money into the city, but they keep it beautiful and
functional. Their job is to manage cleaning crews, trucks, and supplies — all while keeping
costs low.
In business terms: A Cost Center is an area where the manager is responsible only for
controlling costs. Examples: HR department, maintenance team, quality control unit. The
manager is judged on how well they stick to the budget, not on profits.
󹳴󹳵󹳶󹳷 Key point: Cost centers are essential because they ensure efficiency without
overspending.
󷃆󷃋 Revenue Centers – The Earners
In our story: The “Tourism Department” focuses on attracting visitors to the city. They
arrange festivals, advertise attractions, and bring in money through tourism.
In business terms: A Revenue Center is a unit where the manager is responsible only for
generating revenue. They are not directly accountable for costs or investment, just the
inflow of money. Examples: Sales department, marketing department.
• 󹳴󹳵󹳶󹳷 Key point: They are the front line of earning money for the organization.
󷃆󷃌 Profit Centers – The Business Within the Business
In our story: The “Cultural District” of Organizopolis manages its own theaters, cafes, and
events. It earns money from ticket sales but also spends on performers, food, and
advertising. The Governor here is judged on profits — the balance between income and
expenses.
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In business terms: A Profit Center is responsible for both revenue and costs, meaning they
are evaluated based on the profit they make. Examples: A regional branch of a company, a
hotel in a hotel chain.
• 󹳴󹳵󹳶󹳷 Key point: Profit centers encourage accountability and entrepreneurial thinking
within departments.
󷃆󷃍 Investment Centers – The City Builders
In our story: The “Urban Development Department” doesn’t just think about costs and
revenue; they decide on where to build new roads, parks, and buildings to make the city
grow. They’re responsible for making the best use of the city’s funds and bringing long-term
returns.
In business terms: An Investment Center has control over revenues, costs, and investments
in assets. Their performance is measured through metrics like ROI (Return on Investment).
Examples: Large autonomous divisions of a corporation.
• 󹳴󹳵󹳶󹳷 Key point: They make big strategic decisions about where and how to invest for
the future.
Why Responsibility Accounting Is Like the City’s Control System
Now, imagine that without proper reporting, the Mayor would have no idea which district is
doing well and which is struggling. That’s where Responsibility Accounting steps in — it’s the
method of collecting, summarizing, and reporting accounting data by responsibility centers.
It’s different from normal accounting because it focuses on who is responsible for results,
not just the numbers themselves.
Importance of Responsibility Accounting
󹰤󹰥󹰦󹰧󹰨 1. Clear Accountability Every Governor (manager) knows exactly what they’re
responsible for. This clarity helps avoid confusion and blame games.
󹰤󹰥󹰦󹰧󹰨 2. Better Decision-Making When performance reports are tied to specific centers, the
leadership can see where adjustments are needed.
󹰤󹰥󹰦󹰧󹰨 3. Motivation for Managers When managers know they’ll be evaluated based on their
department’s performance, they often take ownership and work harder.
󹰤󹰥󹰦󹰧󹰨 4. Early Problem Detection If a certain district in Organizopolis starts underperforming, it
shows up in the reports, making it easier to act quickly.
󹰤󹰥󹰦󹰧󹰨 5. Encourages Efficiency Since each center is accountable for its own costs or profits,
waste and inefficiency are reduced.
󹰤󹰥󹰦󹰧󹰨 6. Basis for Performance Evaluation Promotions, rewards, and recognition can be based
on hard data from each center’s performance.
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How It All Works Together
Think of it as a play:
• Cost Centers make sure the stage is ready and props are perfect.
• Revenue Centers sell the tickets.
• Profit Centers make sure the show earns more than it costs.
• Investment Centers decide whether to build a bigger theater for the next season.
And Responsibility Accounting? That’s the director’s notebook — tracking each part’s
contribution to the success of the whole performance.
Closing the Story
In the end, the city of Organizopolis thrived because each leader knew their role and was
held accountable for it. The Mayor didn’t micromanage every streetlamp and festival —
instead, they trusted their leaders, gave them clear boundaries, and tracked their progress.
That’s exactly how successful organizations operate — by setting up Responsibility Centers
and using Responsibility Accounting to keep the system fair, transparent, and effective.
6. From the following Balance Sheet and the additional information, you are required to
prepare Fund Flow Statement for the year ended 31 December. 2013:
Liabilities
31
st
Dec 2012
Rs.
31
st
Dec 2013
Rs.
Assets
31
st
Dec 2012
Rs.
31
st
Dec 2013
Rs.
Share Capital
24,00,000
28,00,000
Buildings
32,00,000
38,00,000
General
Reserve
24,00,000
26,00,000
Machinery
24,00,000
29,00,000
PL Ac
12,00,000
10,00,000
Stocks
20,00,000
16,00,000
10%
Debentures
24,00,000
24,00,000
Debtors
12,00,000
10,00,000
Sundry
Creditors
16,00,000
18,00,000
Investments
14,00,000
12,00,000
Provision for
tax
2,00,000
3,00,000
Cash
2,00,000
1,80,000
Outstanding
expenses
2,00,000
80,000
Goodwill
-
1,00,000
Pre-received
Incomes
1,60,000
20,000
Prepaid
expenses
90,000
1,20,000
Outstanding
incomes
70,000
1,00,000
1,05,60,000
1,10,00,000
1,05,60,000
1,10,00,000
Additional information:
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(i) During 2013 dividends of Rs. 1,20,000 were paid.
(ii) Depreciation on Plant and Machinery amounted to Rs. 2,44,000.
(iii) Provision for tax made during the year Rs. 3,00,000.
(iv) Loss on sale of machinery amounted to Rs. 56,000.
Ans: A different kind of balance sheet tale
Picture the company’s year as a journey across a river. On one bank is 2012; on the other,
2013. The “boat” carrying value from one bank to the other is called funds. A Fund Flow
Statement simply narrates how those funds were sourced and where they were used as the
business moved from one side to the other. Let’s turn the numbers you’ve given into that
clear, simple story—step by step, without losing the plot.
Key idea in one line
A Fund Flow Statement explains movements between non-current and current items and
the resulting change in working capital. We’ll compute:
• Funds from operations
• Changes in working capital
• Non-current transactions (buys, sells, issues, redemptions)
• The final Sources vs. Applications of funds
Working notes that unlock the story
1) Schedule of changes in working capital
We treat Provision for Tax as a non-current item (handled separately via a Provision for Tax
account). Current assets and current liabilities are:
• Current assets: Stocks, Debtors, Cash, Prepaid expenses, Outstanding incomes.
• Current liabilities: Sundry creditors, Outstanding expenses, Pre-received incomes.
Compute working capital for each year:
• 31 Dec 2012:
o CA = 20,00,000 + 12,00,000 + 2,00,000 + 90,000 + 70,000 = 35,60,000
o CL = 16,00,000 + 2,00,000 + 1,60,000 = 19,60,000
o Working capital = 35,60,000 − 19,60,000 = 16,00,000
• 31 Dec 2013:
o CA = 16,00,000 + 10,00,000 + 1,80,000 + 1,20,000 + 1,00,000 = 30,00,000
o CL = 18,00,000 + 80,000 + 20,000 = 19,00,000
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o Working capital = 30,00,000 − 19,00,000 = 11,00,000
• Result:
o Decrease in working capital = 16,00,000 − 11,00,000 = 5,00,000
o In fund flow terms, a decrease in working capital is a source of funds.
2) Provision for Tax account to find tax paid
We’re told “Provision for tax made during the year = Rs. 3,00,000.”
Let Opening provision=2,00,000\text{Opening provision} = 2,00,000,
Closing provision=3,00,000\text{Closing provision} = 3,00,000,
Provision made=3,00,000\text{Provision made} = 3,00,000.
Tax paid is the balancing figure:
3) Funds from operations (Adjusted P&L)
We’ll reconcile closing and opening P&L with non-cash/non-operating items:
• Opening P&L = 12,00,000
• Closing P&L = 10,00,000
• Add back non-cash/non-operating debits to P&L:
o Depreciation on machinery = 2,44,000
o Loss on sale of machinery = 56,000
o Transfer to General Reserve (appropriation) = 2,00,000
o Provision for tax made (appropriation) = 3,00,000
o Dividend paid during the year (appropriation) = 1,20,000
Using the relationship:
and
Solving gives:
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(Quick check by equation:
• Funds from operations = Rs. 7,20,000 (Source).
4) Machinery movement (to isolate the net funds tied up)
Machinery (net book value) moved from Rs. 24,00,000 to Rs. 29,00,000. Given:
• Depreciation during the year = Rs. 2,44,000
• Loss on sale of machinery = Rs. 56,000
Let PP = Purchases of machinery (funds used). Let BVBV = Book value of machinery sold. Let
SS = Sale proceeds of machinery (funds generated).
Machinery account (net) yields:
Loss on sale:
Subtract the two:
• Net funds used in machinery = Rs. 8,00,000 (Application).
• Note: With given data, we can’t split “purchase” and “sale proceeds” individually;
the net funds impact is perfectly determinable and sufficient for the Fund Flow
Statement.
5) Other non-current movements
• Share capital: 24,00,000 → 28,00,000, source = Rs. 4,00,000.
• Buildings: 32,00,000 → 38,00,000, application = Rs. 6,00,000.
• Investments: 14,00,000 → 12,00,000, assume long-term; sale proceeds as source =
Rs. 2,00,000.
• Goodwill: 0 → 1,00,000, application = Rs. 1,00,000.
• 10% Debentures: unchanged.
• Dividend paid during 2013 = Rs. 1,20,000 (Application).
Fund Flow Statement for the year ended 31 December 2013
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Sources of Funds
Amount (Rs.)
Issue of share capital
4,00,000
Funds from operations
7,20,000
Sale of investments
2,00,000
Decrease in working capital
5,00,000
Total
18,20,000
Application of Funds
Amount (Rs.)
Purchase of buildings
6,00,000
Purchase of goodwill
1,00,000
Tax paid
2,00,000
Dividend paid
1,20,000
Net funds used in machinery (purchases − sale proceeds)
8,00,000
Total
18,20,000
Balances: Sources equal Applications at Rs. 18,20,000.
A friendly walkthrough of what it means
• The business generated Rs. 7,20,000 from its core operations. That’s the heartbeat—
steady, sustainable.
• It strengthened its permanent capital by issuing Rs. 4,00,000 of share capital. That’s
long-term fuel.
• It freed up Rs. 5,00,000 from working capital (stocks, receivables, etc.), meaning it
ran tighter and leaner this year.
• It sold investments for Rs. 2,00,000, likely to redeploy into business assets.
• Where did the funds go? Into growth and obligations: buildings (Rs. 6,00,000),
machinery (net Rs. 8,00,000), goodwill (Rs. 1,00,000), and responsible cash
payouts—tax (Rs. 2,00,000) and dividends (Rs. 1,20,000).
Read like a story, the company trimmed day-to-day slack (working capital), powered up its
production muscle (machinery and buildings), honored its duties (tax), and shared a slice
with owners (dividends), all supported by a healthy operational engine and a measured
boost from shareholders.
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SECTION-D
7. "Working Capital should neither be excessive nor inadequate". Examine the statement
by giving reasons.
Ans: The Tale of the Two Shops 󷪒󷪙󷪓󷪔󷪕󷪖󷪚󷪗󷪘󷨏󷨐󷨑󷨒
Once upon a time in a busy marketplace, there were two shopkeepers — Ramesh and
Suresh. Both sold the same goods, had loyal customers, and even bought stock from the
same wholesaler. But their fate turned out completely different, all because of one thing:
Working Capital.
Ramesh believed in “the more, the better.” He stocked mountains of goods, kept large piles
of cash in his safe, and gave customers very long credit periods. Money was always tied up
in inventory or receivables.
Suresh, on the other hand, was cautious to the extreme. He barely kept stock, avoided
giving credit to customers, and kept very little cash in the till. He thought hoarding resources
was risky.
Guess what happened? Ramesh eventually had to sell old, dusty stock at a loss because
demand changed, and his cash was locked up in things he couldn’t use immediately.
Meanwhile, Suresh started losing customers because they couldn’t always find what they
wanted in his shop, and his inability to give short-term credit made him less competitive.
Both of them had made the same mistake — they didn’t maintain the right balance of
working capital.
What is Working Capital, Really?
• In simple terms: Working Capital = Current Assets − Current Liabilities
It’s like the “short-term fuel” that keeps the business engine running smoothly. Current
assets (cash, stock, receivables) are the resources you can quickly use, and current liabilities
(creditors, short-term loans) are the immediate obligations you need to meet.
Why It Shouldn’t Be Excessive 󺠰󺠱󹱩󹱪
An excessive working capital situation means you have more short-term assets than you
really need.
The downsides:
1. Idle Funds = Lost Opportunities Excess cash sitting in the bank may earn little or no
return. That money could have been invested elsewhere for better profits.
2. Overstocking Problems Large inventories might get outdated, damaged, or simply
lose demand — leading to losses.
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3. Lack of Cost Control When money is abundant, management may become careless
about spending or efficiency.
4. Low Returns for Shareholders Excess resources that don’t generate sufficient income
reduce the return on investment (ROI).
Imagine a shopkeeper renting a warehouse just to store goods that won’t sell for months —
it’s money frozen in time.
Why It Shouldn’t Be Inadequate 󺠰󺡎󺡏󹷆󹲋󹲌󹲍󹲎󹲏󹲓󹲔󹲐󹲑󹲒
Too little working capital is like trying to drive a car with almost no petrol in the tank.
The dangers:
1. Operational Disruption If a company doesn’t have enough stock or cash, production
may stop, deliveries may delay, and customers may be lost.
2. Poor Credit Reputation Struggling to pay suppliers on time damages trust and may
lead to stricter payment terms or refusal of further supply.
3. Missed Opportunities If a big order comes in, but you don’t have the means to fulfill
it quickly, the customer might go to your competitor.
4. Higher Borrowing Costs Inadequate working capital often forces companies to rely
on emergency loans — which usually come at higher interest rates.
Think of Suresh’s store running out of popular products just before a festive season — he
lost sales and goodwill simply because he didn’t have enough resources.
The Golden Middle — Adequate Working Capital 󼿍󼿎󼿑󼿒󼿏󼿓󼿐󼿔
The healthiest position is adequate working capital — neither too high nor too low.
This means:
• The company has enough to meet short-term obligations.
• Resources are actively contributing to profits.
• There is room for growth and flexibility, but without waste.
A good balance ensures:
• Smooth day-to-day operations.
• Ability to grab profitable opportunities quickly.
• Financial stability that reassures suppliers, customers, and investors alike.
Why This Balance Matters (Reasons to Support the Statement)
Here’s the reasoning behind the idea that working capital should be balanced:
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1. Ensures Liquidity 󹰼 Adequate working capital means you can always pay your bills
on time and maintain a good relationship with creditors.
2. Boosts Profitability 󹳣󹳤󹳥 Avoiding excessive working capital ensures funds aren’t lying
idle — they are invested in profit-generating activities.
3. Improves Operational Efficiency 󼿝󼿞󼿟 With the right amount of current assets,
production and sales flow without interruptions.
4. Reduces Financial Risk 󺫨󺫩󺫪 Inadequate working capital may lead to insolvency, while
excessive working capital may encourage careless spending — both are risks.
5. Supports Growth 󷉃󷉄 Balanced working capital ensures you can expand when
opportunities arise without straining resources.
How Businesses Maintain This Balance
Smart companies:
• Regularly monitor stock turnover to avoid overstocking or shortages.
• Manage receivables efficiently by giving credit, but not too much.
• Keep a close eye on cash inflows and outflows.
• Negotiate favorable terms with suppliers to ease short-term cash pressure.
It’s like maintaining the right air pressure in your bike’s tires — too much or too little, and
the ride gets bumpy.
Closing Thought — The River of Business 󷆖󷆗󷆙󷆚󷆛󷆜󷆘
Think of working capital as the water level in a river where a ship (the business) is sailing.
• If the water is too high (excessive working capital), the ship floats lazily without using
its full power — safe but slow and unproductive.
• If the water is too low (inadequate working capital), the ship risks hitting the rocks —
fast disaster.
• But if the water is just right, the ship sails smoothly toward growth and profit.
The wisest managers keep this balance in check, just as good sailors adjust their sails to the
wind.
8. What are the different approaches for determining Working Capital mix? Which of
these approaches do you think is the best?
Ans: The “River Boat” Analogy of Working Capital Mix 󺠃󺠄󺠅󺠆󺠇󺠈󺠉󺠊󹲟󹲠󹲡󹲢
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Long ago, a wise trader named Dev owned a fleet of boats that carried goods across a
mighty river. Each boat represented his working capital — the short-term resources needed
to keep his business sailing.
But there was a twist. Dev could choose between different kinds of boats:
• Sturdy long-term boats that cost more but could survive storms easily (long-term
financing).
• Quick small boats that were cheaper but riskier in bad weather (short-term
financing).
The Working Capital Mix is exactly this choice — how much of a company’s current assets
should be financed with short-term sources vs long-term sources. Pick too many small boats
and risk sinking in a storm; too many big boats and your profit slows because they’re
expensive to maintain.
Different traders in Dev’s time had different “boat strategies,” and in finance, these are the
approaches to determining the working capital mix.
󷃆󷃊 Conservative Approach – “Safety First” 󺫨󺫩󺫪
This is like Dev loading his fleet mostly with the strong, storm-proof long-term boats.
In business terms:
• Most of the current assets and even part of the permanent current assets are
financed from long-term funds (like equity, debentures, long-term loans).
• Short-term funds are used only for a small fraction of fluctuating needs.
Pros:
• High liquidity (company always has resources ready).
• Low risk of insolvency — safer in economic slowdowns or off-seasons.
Cons:
• Lower profitability because long-term funds are costlier than short-term funds.
• Extra liquidity can mean idle funds, which don’t earn much.
Example in story: Dev’s cousin Rajiv used this approach. During a sudden monsoon flood
(business downturn), Rajiv’s goods and boats stayed safe. But in normal sunny seasons, his
profits lagged behind competitors because of high costs.
󷃆󷃋 Aggressive Approach – “Chasing Speed” 󼿳
This is like Dev filling his fleet mostly with small, fast, cheap boats to save money and make
more trips in peak demand seasons.
In business terms:
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• Both the fluctuating current assets and a part of the permanent current assets are
financed with short-term funds.
• Long-term funds are kept to a minimum, just enough for fixed assets and a fraction
of permanent current assets.
Pros:
• Higher profitability during stable times because short-term borrowing is usually
cheaper.
• More flexibility to adjust financing according to seasonal changes.
Cons:
• Very risky if short-term loans aren’t renewed or if interest rates rise suddenly.
• Greater chance of liquidity crunch in a bad season.
Example in story: Dev’s friend Anita used this style. She made great profits in calm waters
(good market), but during a sudden strike at the ports (credit crunch), she struggled to pay
suppliers and lost customers.
󷃆󷃌 Hedging / Matching Approach – “Right Boat for the Right Journey” 󼿍󼿎󼿑󼿒󼿏󼿓󼿐󼿔
This was Dev’s personal favorite. He matched each type of cargo with the right boat.
In business terms:
• Permanent current assets (the minimum level of inventory, cash, receivables needed
all year round) are financed using long-term funds.
• Temporary or seasonal current assets (extra stock or receivables during peak season)
are financed from short-term funds.
It’s called the matching principle because the duration of financing matches the life of the
asset:
• Short-term needs → Short-term sources.
• Long-term needs → Long-term sources.
Pros:
• Balanced risk and return.
• Avoids unnecessary long-term costs while still ensuring stability.
Cons:
• Requires accurate estimation of permanent vs temporary needs.
• Wrong forecasts can still lead to cash flow issues.
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Example in story: Dev financed his everyday trading needs (permanent assets) with strong
big boats and used quick small boats only in the festival season when orders surged. This
kept his business steady and profitable without overpaying for security.
󷃆󷃍 Highly Conservative / Ideal Liquid Approach – “Floating Forts” 󷫋󷫌󷫍󷫎󷫏󷆖󷆗󷆙󷆚󷆛󷆜󷆘
A rare and extremely safe approach — like having long-term funds cover all current and
fixed assets, keeping no reliance on short-term funds.
Pros:
• Very low risk of liquidity problems.
• Stable relationships with creditors.
Cons:
• Very low profitability because of high cost.
• Not practical for most growing companies.
Which Is the Best Approach? 󷟽󷟾󷟿󷠀󷠁󷠂
There is no one-size-fits-all — it depends on:
• Industry nature (seasonal vs year-round demand).
• Stability of earnings.
• Availability and cost of short-term vs long-term funds.
• Risk appetite of management.
But… if I had to pick based on balance, the Hedging / Matching Approach is often considered
the most practical in the real world.
Why?
• It blends safety with profitability.
• It avoids locking too much money in costly long-term funds.
• It also protects the business from overexposure to volatile short-term borrowing.
Think of it like sailing with both a sturdy main ship and a few speedboats — you’re prepared
for storms but still make the quick trips that keep profits flowing.
Reasons Matching Approach Often Wins
1. Aligns Costs with Benefits You only pay for long-term financing for assets that truly
stay with you year-round.
2. Balances Risk and Return Avoids extremes of being “too safe” (low profits) or “too
risky” (liquidity trouble).
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3. Adaptability Seasonal spikes can be financed cheaply without burdening the business
in off-seasons.
4. Financial Discipline Encourages management to carefully estimate actual permanent
and temporary needs.
Final Thought – Sailing Smooth 󷆖󷆗󷆙󷆚󷆛󷆜󷆘
In our river boat tale, Dev’s success came from understanding his environment and choosing
the right mix of boats for each journey. Businesses that think the same way — matching
resources to needs — keep their sails steady and their profits healthy.
Too aggressive, and you might capsize in a storm. Too conservative, and you might miss the
wind that could have taken you far ahead.
A wise navigator chooses the route, the vessel, and the timing with care. That’s the art —
and science — of determining the right working capital mix.
“This paper has been carefully prepared for educational purposes. If you notice any mistakes or
have suggestions, feel free to share your feedback.”