介绍： abnormal gain
Improvement on the accepted or normal level of loss associated with a production activity. It
is isolated as a period entry rather than as an adjustment to product cost.
abnormal loss
Any loss in excess of the normal loss allowance. It is isolated as a period entry rather than as a component of ...

介绍： abnormal gain
Improvement on the accepted or normal level of loss associated with a production activity. It
is isolated as a period entry rather than as an adjustment to product cost.
abnormal loss
Any loss in excess of the normal loss allowance. It is isolated as a period entry rather than as a component of product cost.

balanced scorecard approach
Approach to the provision of informal tion to the management to assit strategic policy formulation and achievement. It emphasizes the need to provide the user with a set o information which addresses all relevant are as of performance in an objective and unbi based fashion. The information provided include both financial and non-financial elf. Cover areas such as profitability customer atisfaction-laterna efficiency AND innovation.

budget, setting processes
bottom-up budgeting: Budgeting process where all budget holders have the opportunity to participate in setting their own budgets. imposed/top-down budgeting. Budgeting process where budget allowances are set without permitting ultimate budget holders the opportunity to participate in the process negotiated budget: Budget in which budget allowances are set largely on the basis of negotiations between budget holders and those to whom they report. participate budgeting: See " bottom-up budgeting".

budget, slack
Intentional overestimation of expenses and or underestimation of revenue during budget setsting. Also known as budget padding.budgeting, incremental
Method of budgeting based on the previ.
us budget or actual results, adjusting for known changes and inflation. for example.

budgeting, priority-based
Method of budgeting whereby budget requests are accompanied by a statement outli.
ping the changes expected if the prior period budget were increased or decreased by a certain amount or percentage. These changes are prioritised.

budgeting, zero -based
Method of budgeting that requires all costs to be specifically justified by the benefits expected.

building block model ( Fitzgerald and Moon!
Fitzgerald and Moon adopted a framework for the design and analysis of performance management systems. The model was first devised as a solution to performance measurement problems in service industries. But it can be applied successfully to other manufacturing and retail businesses to evaluate business performance.
Capital employed
Investment in an entity. In assessing managers
it is usually calculated as total assets less current liabilities.

Equity capital employed. Shareholders stake in the company. This is important when calculating return to shareholders.

constraint
Activity, resource or policy that limits the ability to achieve an objective. See theory of constraints. In linear programming, constraints define the feasible region within which a solution must lie. See linear programming.

control, contingency
A back-up facility and a contingency plan to restore business operations as quickly as possible in the event that security or integrity controls fail.

feedback control
Measurement of differences between planned outputs and actual outputs achieved. and the modification of subsequent action and/or plans to achieve future required resuits.

Feedback control is an integral part of budgetary control and standard costing systemscontrol,

feedforward
Forecasting of differences between actuall and planned outcomes, and the implemenstation of action, before the event, to avoid such differences.

closed loop system: Control system that
for corrective action, taken on either a feedforward or a feedback basis. See Figures 1. 9 and 1 10.
open system: Control system that includes no provision for corrective action to be applied to the sequence of activities.

internal control, operational fealures
Embedded within operations and not treated as a separate exercise.
Able to respond to changing risks within and outside the company.
Includes procedures for reporting control failings or weakness.