# Budgeting

Make a Decision: Analyze Ambassador Suite’s staffing budget. (from Chapter 8)

Obj. 6 Ambassador Suites Inc. operates a downtown hotel property that has 300 rooms. On average, 80% of Ambassador Suites’ rooms are occupied on weekdays, and 40% are occupied during the weekend. The manager has asked you to develop a budget for the housekeeping and restaurant staff for weekdays and weekends. You have determined that the housekeeping staff requires 30 minutes to clean each occupied room. The housekeeping staff is paid \$15 per hour. The housekeeping labor cost is fully variable to the number of occupied rooms. The restaurant has six full-time staff on duty to staff the restaurant for breakfast and lunch (eight hours), regardless of occupancy. However, for every 60 occupied rooms, an additional person is brought in to work in the restaurant for breakfast and lunch (eight hours). The restaurant staff is paid \$13 per hour.

Prepare two columns, labeled as weekday and weekend day.

a. Determine the number of rooms occupied for an average weekday and weekend day.

b. Determine the housekeeping staff budget for an average weekday and weekend day.

c. Determine the restaurant staff budget for an average weekday and weekend day.

d. Determine the total staff budget for an average weekday and weekend day.

Submit your well-formatted response as a PDF or Word Doc. Assignment submissions will be checked by Unicheck plagiarism detection.

# Budgeting

From Chapter 8:

Childrenâ€™s Hospital of the Kingâ€™s Daughters Health System in Norfolk, Virginia introduced a new budgeting method that allowed the hospitalâ€™s annual plan to be updated for changes in operating plans. For example, if the budget was based on 400 patient days (number of patients Ã— number of days in the hospital) and the actual count rose to 450 patient days, the variable costs of staffing, lab work, and medication costs could be adjusted to reflect this change. The budget manager stated, â€œI work with hospital directors to turn data into meaningful information and effect change before the month ends.â€

Use the following topics to guide your thoughts for a reflection post of approximately 175 words:

What budget methods are being used under the new approach?

Why are these methods superior to the former approaches?

Discuss the budget methods used in your current/future company.

After posting, read another studentâ€™s post and respond in a way that expands the discussion (agree and go further or disagree and explain).

You are encouraged to draw on your course material, knowledge, and personal and/or professional experience(s) as to how this issue impacts your workplace, organization, professional life, or the economy. While not required, feel free to properly cite the textbook or pull in outside references (include a direct link to the article) to support your conclusions.

# Budgeting

Palmer Corporation operates on a calendar-year basis. It begins the annual budgeting process in late August when the president establishes targets for the total dollar sales and net income before taxes for the next year.
The sales target is given first to the marketing department. The marketing manager formulates a sales budget by product line in both units and dollars. From this budget, sales quotas by product line in units and dollars are established for each of the corporation’s sales districts. The marketing manager also estimates the cost of the marketing activities required to support the target sales volume and prepares a tentative marketing expense budget.
The executive vice president uses the sales and profit targets, the sales budget by product line, and the tentative marketing expense budget to determine the dollar amounts that can be devoted to manufacturing and corporate office expense. The executive vice president prepares the budget for corporate expenses. She then forwards to the production department the product-line sales budget in units and the total dollar amount that can be devoted to manufacturing.
The production manager meets with the factory managers to develop a manufacturing plan that will produce the required units when needed within the cost constraints set by the executive vice president. The budgeting process usually comes to a halt at this point because the production department does not consider the financial resources allocated to be adequate.
When this standstill occurs, the vice president of finance, the executive vice president, the marketing manager, and the production manager meet together to determine the final budgets for each of the areas. This normally results in a modest increase in the total amount available for manufacturing costs and cuts in the marketing expense and corporate office expense budgets. The total sales and net income figures proposed by the president are seldom changed. Although the participants are seldom pleased with the compromise, these budgets are final. Each executive then develops a new detailed budget for the operations in his or her area.
None of the areas has achieved its budget in recent years. Sales often run below the target. When budgeted sales are not achieved, each area is expected to cut costs so that the president’s profit target can be met. However, the profit target is seldom met because costs are not cut enough. In fact, costs often run above the original budget in all functional areas (marketing, production, and corporate office).
The president is disturbed that Palmer has not been able to meet the sales and profit targets. He hired a consultant with considerable experience with companies in Palmer’s industry. The consultant reviewed the budgets for the past 4 years. He concluded that the product line sales budgets were reasonable and that the cost and expense budgets were adequate for the budgeted sales and production levels.
Instructions