Scenario
You are the management accountant for an auto dealership. Your supervisor, the corporate controller, asks you to attend a seminar on the order-to-cash process. Based on what you learned in the seminar, you tell your supervisor that master budgeting correlates to the operating cycle of a business. Your supervisor asks you to create a presentation describing the components of the master budget and the operating cycle and the connection between them. Your organization will use this information to analyze its cost data and the impact of the organizations strategic decisions.
The skills practiced in this assignment will help to support you in your project.
Directions
Using the template provided in the What to Submit section, create a PowerPoint presentation about the components of the master budget and the connection between the master budget and the operating cycle.
Specifically, you must address the following rubric criteria:
- Describe the purpose of the master budget.
- Compare the components of the master budget and the operating cycle.
- Explain the relationship between the operating cycle and the master budget.
- Determine the business activities that are involved in the operating cycle.
- Assess how the cash conversion cycle relates to the operating cycle.
- Analyze how the operating cycle differs among manufacturing, merchandising, and service entities.
What to Submit
Submit your 8-slide PowerPoint presentation with all the required sections by completing the . Sources should be cited according to APA style.
AI Usage
If you use gen AI tools to support your work on this assignment, be sure to follow . You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in .
Module Five Assignment Rubric
| Criteria | Exceeds Expectations (100%) | Meets Expectations (90%) | Partially Meets Expectations (70%) | Does Not Meet Expectations (0%) | Value |
|---|---|---|---|---|---|
| Purpose | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Describes the purpose of the master budget | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to describing the purpose of the master budget | Does not attempt criterion | 15 |
| Components | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Compares the components of the master budget and the operating cycle | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to comparing the components of the master budget and the operating cycle | Does not attempt criterion | 15 |
| Relationship | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Explains the relationship between the operating cycle and the master budget | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to explaining the relationship between the operating cycle and the master budget | Does not attempt criterion | 15 |
| Business Activities | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Determines the business activities that are involved in the operating cycle | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to determining the business activities that are involved in the operating cycle | Does not attempt criterion | 15 |
| Cash Conversion Cycle | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Assesses how the cash conversion cycle relates to the operating cycle | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to assessing how the cash conversion cycle relates to the operating cycle | Does not attempt criterion | 15 |
| Operating Cycle | Exceeds expectations in an exceptionally clear, insightful, or sophisticated manner | Analyzes how the operating cycle differs among manufacturing, merchandising, and service entities | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include adding details related to analyzing how the operating cycle differs among manufacturing, merchandising, and service entities | Does not attempt criterion | 15 |
| Clear Communication | Exceeds expectations with an intentional use of language that promotes a thorough understanding | Consistently and effectively communicates in an organized way to a specific audience | Shows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understanding | Shows no evidence of consistent, effective, or organized communication | 5 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 5 |
| Total: | 100% | ||||
