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CoursHeroTranscribedText: 9-14. Define the term budgetary slack, and briefly describe a problem it can cause. 9-15. How can an organization help to reduce the problems caused by budgetary slack? 9-16. Why is participative budgeting often an effective management tool? 9-20. What are the primary differences in budgeting between manufacturing and nonmanufacturing firms? Exercise 9-30 Professional Services Budget; Dental Practice; Activity-Based Budgeting (LO 9-3 [) , 9-4 2). 9-50) Metropolitan Dental Associates is a large dental practice in Chicago. The firm's controller is preparing the budget for the next year. The controller projects a total of 48,000 office visits, to be evenly distributed throughout the year. Eighty percent of the visits will be half-hour appointments, and the remainder will be one-hour visits. The average rates for professional dental services are $40 for half-hour appointments and $70 for one-hour office visits. Ninety percent of each month's professional service revenue is collected during the month when services are rendered, and the remainder is collected the month following service. Uncollectible billings are negligible. Metropolitan's dental associates earn $60 per hour. Metropolitan uses activity-based budgeting to budget office overhead and administrative expenses. Two cost drivers are used: office visits and direct professional labor. The cost-driver rates are as follows: Patient registration and records $2.00 per office visit (of any length) All other overhead and administrative expenses $5.00 per direct professional labor hour Required: Prepare the following budget schedules. 1. Direct-professional-labor budget for the month of June. 2. Cash collections during June for professional services rendered during May and June. 3. Overhead and administrative expense budget for the month of June

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