|
|
| 41. | Budget surplus |
| 预算节余,预算盈余 |
|
|
| | |
| 42. | 1.organization; 2.the table of organization3.to weave, braid (into something)4.to draw up (a plan, etc.) |
| 编制 |
|
|
| | |
| 43. | To work out the regional annual sales plan, the budget, and accomplish the tasks from the company for the regional distribution. |
| 编制区域年度销售计划，预算计划，完成公司年度该区域销售计划。 |
|
|
| | |
| 44. | The major characteristic of this method is that it starts budgeting from the beginning. Thus, each department requesting an appropriation has to justify the very existence of the expenditure request. |
| 该方法的主要特征是它在编制预算时从头开始,也就是说,每一个要求预算拨款的部门都要说明其要求存在的合理性。 |
|
|
| | |
| 45. | total establishment |
| 总编制；编制总额 |
|
|
| | |
| 46. | appropriation budget |
| 支出预算;经费预算;经费预算 |
|
|
| | |
| 47. | Actual, cyc1ical and structual budget |
| 实际预算、周期预算和结构预算 |
|
|
| | |
| 48. | ning and budgeting |
| 零基计划与预算编制法;以零为基数的编制计划和预算 |
|
|
| | |
| 49. | In practice, many companies choose to apply this approach periodically, say every three or four years. |
| 在实际工作中,许多企业都选择定期采用这种方法,如每隔3或4年才用零基预算方法编制一次预算。 |
|
|
| | |
| 50. | many companies compromise by preparing a series of budgets, some short-term and others long-term, and actual results are then compared with budget estimates both long-range and short-range levels. |
| 许多企业努力在短期预算和长期预算之间寻求折衷的办法。常用的办法是编制系列预算,部分短期的,部分长期的,然后将实际经营结果与短期预算和长期预算同时作比较。 |
|
|
| | |