Recording of Transactions – I
Vouchers, Journals, and Ledger Mechanics
[Image of the accounting cycle process]
1. Identification of business transactions based on source documents.
2. Recording of identified transactions in the books of original entry (Journal).
3. Classification of recorded transactions by posting them to the Ledger accounts.
Source documents (like cash memos, invoices, and pay-in slips) act as objective evidence for transactions. They provide the necessary data for recording, ensure accuracy, and serve as legal evidence for auditing and tax purposes.
3. Should a transaction be first recorded in a journal or ledger? Why?It must be recorded in the Journal first. The journal is the “Book of Original Entry” where transactions are recorded chronologically. Recording here first ensures that no transaction is missed and provides a complete historical record before they are classified into ledgers.
4. Journal Entry formatting: Debits vs Credits?In a journal entry, Debits are listed first. The Credit account title is indented on the next line and usually prefixed with the word “To”.
5. Why are some accounting systems called double accounting systems?The Double Entry System is based on the principle that every transaction has a twofold effect, affecting at least two accounts. For every debit, there must be an equal and corresponding credit.
6. Give a specimen of an account.An account is usually maintained in a “T” shape:
| Dr. [Account Name] Cr. | |||||||
|---|---|---|---|---|---|---|---|
| Date | Particulars | J.F. | Amount | Date | Particulars | J.F. | Amount |
| To [Debit Side] | By [Credit Side] | ||||||
According to the Accounting Equation ($Assets = Liabilities + Capital$), both Liabilities and Capital represent the sources of funds (claims against assets). Therefore, they follow the same rule: Increases are credited, and decreases are debited.
8. What is the purpose of posting J.F numbers that are entered in the journal at the time entries are posted to the accounts?The J.F. (Journal Folio) number indicates the page number of the journal from which the entry was posted. It provides a “cross-reference” or audit trail, making it easy to trace any ledger entry back to its original recording.
9. What entry (debit or credit) would you make to:
(a) Increase Revenue: Credit
(b) Decrease Expense: Credit
(c) Record Drawings: Debit (Decreases Capital)
(d) Record Fresh Capital: Credit
• Decrease in Asset: Recorded as a Credit.
• Decrease in Liability: Recorded as a Debit.
Recording of Transactions – I
Long Answer Questions
Accounting systems record Economic Events. These are events that can be measured in monetary terms and change the financial position of the business. They are classified into:
• External Events: Transactions between the business and an outsider (e.g., purchasing goods from a supplier, selling to a customer).
• Internal Events: Economic events occurring entirely within the enterprise (e.g., depreciation of machinery, supply of raw material to the production department).
Importance of Source Documents:
Source documents (Cash Memos, Invoices, Receipts) are the foundation of the accounting process.
1. Evidence: They serve as legal evidence in case of disputes or tax audits.
2. Accuracy: They contain precise details (date, amount, description) ensuring accurate recording.
3. Audit Trail: They allow auditors to verify the authenticity of recorded transactions.
Debits (Dr.) and Credits (Cr.) are used to record the dual aspect of every transaction.
To analyse a transaction, accounts are classified into five categories, and specific rules apply:
1. Assets & Expenses (Debit Balance Nature):
• Increase $\rightarrow$ Debit
• Decrease $\rightarrow$ Credit
2. Liabilities, Capital & Revenue (Credit Balance Nature):
• Increase $\rightarrow$ Credit
• Decrease $\rightarrow$ Debit
Analysis Process: Identify the accounts involved $\rightarrow$ Determine their nature (Asset/Liability etc.) $\rightarrow$ Apply the rule of increase/decrease.
An account is a summarized record of relevant transactions at one place relating to a particular head (person, asset, expense, or income).
• Grouping: Instead of listing transactions chronologically (as in a Journal), accounts group similar transactions together. For example, all cash receipts and payments are grouped in the “Cash Account”.
• Direction: It has two sides. The left side is the Debit side and the right side is the Credit side.
• Net Effect: By balancing the account at the end of a period, we can determine the net effect (balance) of all transactions on that specific item.
A Journal is the book of original entry where transactions are recorded for the first time in chronological order (date-wise).
| Date | Particulars | L.F. | Debit (₹) | Credit (₹) |
|---|---|---|---|---|
| Jan 01 | Cash A/c …Dr. To Capital A/c (Started business with cash) |
1,00,000 | ||
| 1,00,000 | ||||
| Jan 02 | Purchases A/c …Dr. To Cash A/c (Goods purchased for cash) |
20,000 | ||
| 20,000 | ||||
| Jan 05 | Rohan (Debtor) …Dr. To Sales A/c (Goods sold on credit) |
15,000 | ||
| 15,000 | ||||
| Jan 10 | Rent A/c …Dr. To Cash A/c (Rent paid for the month) |
5,000 | ||
| 5,000 | ||||
| Jan 15 | Furniture A/c …Dr. To Cash A/c (Bought furniture for office use) |
10,000 | ||
| 10,000 |
| Basis | Source Document | Voucher |
|---|---|---|
| Meaning | It is a document that evidences that a transaction has occurred. | It is a document prepared by the firm to authorize recording in books. |
| Purpose | Used as evidence (Proof) of transaction. | Used to analyze the transaction (Determine Debit/Credit). |
| Preparation | Prepared at the time of the event (often by outside party). | Prepared after the event, based on source documents. |
| Examples | Cash Memo, Invoice, Pay-in slip. | Debit Voucher, Credit Voucher, Journal Voucher. |
The Accounting Equation is: $$ \text{Assets} = \text{Liabilities} + \text{Capital} $$
Every transaction affects this equation in such a way that the equality is always maintained.
Example Justification:
1. Start Business with Cash ₹50,000:
$\rightarrow$ Asset (Cash) +50,000 = Capital +50,000. (Balanced)
2. Buy Goods on Credit ₹10,000:
$\rightarrow$ Asset (Stock) +10,000 = Liabilities (Creditors) +10,000.
Total: Assets (60k) = Liab (10k) + Cap (50k). (Balanced)
3. Pay Cash to Creditor ₹5,000:
$\rightarrow$ Asset (Cash) -5,000 = Liabilities (Creditors) -5,000.
Total: Assets (55k) = Liab (5k) + Cap (50k). (Balanced)
The Double Entry Mechanism follows the rule that “Every Debit has a corresponding Credit of equal amount.” This ensures the arithmetic accuracy of the books.
Illustrative Example: Purchasing Machinery for Cash ₹50,000.
Step 1: Identify Accounts.
The two accounts involved are ‘Machinery’ and ‘Cash’.
Step 2: Classify Accounts.
Both Machinery and Cash are Asset accounts.
Step 3: Apply Rules.
• Machinery is coming in (Asset Increasing) $\rightarrow$ Debit Machinery.
• Cash is going out (Asset Decreasing) $\rightarrow$ Credit Cash.
Step 4: Record Entry.
Machinery A/c …Dr. ₹50,000
To Cash A/c ₹50,000
Accounting Equation
Numerical Solutions 1 – 10| Transactions | Cash | + Goods | + Debtors | + Furn. | = Creditors | + Capital |
|---|---|---|---|---|---|---|
| (a) Started Business | 2,00,000 | 0 | 0 | 0 | 0 | 2,00,000 |
| (b) Purchased Goods (Cash) | (40,000) | 40,000 | 0 | 0 | 0 | 0 |
| (c) Sold Goods (Cost 10k) | 0 | (10,000) | 12,000 | 0 | 0 | 2,000 |
| (d) Bought Furn (Credit) | 0 | 0 | 0 | 7,000 | 7,000 | 0 |
| Final Equation | 1,60,000 | 30,000 | 12,000 | 7,000 | 7,000 | 2,02,000 |
| Transactions | Cash | + Goods | + Furn. | = Creditors | + Capital |
|---|---|---|---|---|---|
| (a) Started Business | 2,50,000 | 0 | 0 | 0 | 2,50,000 |
| (b) Purchased Furn (Cash) | (35,000) | 0 | 35,000 | 0 | 0 |
| (c) Paid Commission | (2,000) | 0 | 0 | 0 | (2,000) |
| (d) Purchased Goods (Credit) | 0 | 40,000 | 0 | 40,000 | 0 |
| (e) Sold Goods (Cost 20k) | 26,000 | (20,000) | 0 | 0 | 6,000 |
| Final Equation | 2,39,000 | 20,000 | 35,000 | 40,000 | 2,54,000 |
| Transaction | Cash | + Goods | + Debtors | + Furn. | = Creditors | + Capital |
|---|---|---|---|---|---|---|
| (a) Start Business | 1,75,000 | 0 | 0 | 0 | 0 | 1,75,000 |
| (b) Purchase (Credit) | 0 | 50,000 | 0 | 0 | 50,000 | 0 |
| (c) Sales (Credit) | 0 | (17,500) | 20,000 | 0 | 0 | 2,500 |
| (d) Purchase Furn | (10,000) | 0 | 0 | 10,000 | 0 | 0 |
| (e) Paid Creditor (Disc) | (48,500) | 0 | 0 | 0 | (50,000) | 1,500 |
| (f) Recd from Debtor | 20,000 | 0 | (20,000) | 0 | 0 | 0 |
| (g) Rent Paid | (1,000) | 0 | 0 | 0 | 0 | (1,000) |
| (h) Drawings | (3,000) | 0 | 0 | 0 | 0 | (3,000) |
| Final | 1,32,500 | 32,500 | 0 | 10,000 | 0 | 1,75,000 |
| Trans | Cash | + Goods | + Mach. | = Creditors | + Comm. Adv | + Capital |
|---|---|---|---|---|---|---|
| (a) Start | 1,50,000 | 0 | 0 | 0 | 0 | 1,50,000 |
| (b) Buy Mach | 0 | 0 | 40,000 | 40,000 | 0 | 0 |
| (c) Buy Goods | (20,000) | 20,000 | 0 | 0 | 0 | 0 |
| (d) Personal Car | (80,000) | 0 | 0 | 0 | 0 | (80,000) |
| (e) Paid Creditor | (38,000) | 0 | 0 | (40,000) | 0 | 2,000 |
| (f) Sales (Loss) | 4,500 | (5,000) | 0 | 0 | 0 | (500) |
| (g) Rent Paid | (1,000) | 0 | 0 | 0 | 0 | (1,000) |
| (h) Adv Comm | 2,000 | 0 | 0 | 0 | 2,000 | 0 |
| Final | 17,500 | 15,000 | 40,000 | 0 | 2,000 | 70,500 |
| Trans | Cash | + Goods | + Pre. Ins | = O/S Sal | + Capital |
|---|---|---|---|---|---|
| (a) Start | 1,20,000 | 0 | 0 | 0 | 1,20,000 |
| (b) Buy Goods | (10,000) | 10,000 | 0 | 0 | 0 |
| (c) Rent Recd | 5,000 | 0 | 0 | 0 | 5,000 |
| (d) Sal O/S | 0 | 0 | 0 | 2,000 | (2,000) |
| (e) Pre Ins | (1,000) | 0 | 1,000 | 0 | 0 |
| (f) Int Recd | 700 | 0 | 0 | 0 | 700 |
| (g) Sales | 7,000 | (5,000) | 0 | 0 | 2,000 |
| (h) Loss by Fire | 0 | (500) | 0 | 0 | (500) |
| Final | 1,21,200 | 4,500 | 1,000 | 2,000 | 1,25,200 |
| Trans | Cash | + Goods | + Build. | + Debtors | = Creditors | + O/S Rent | + Adv Rent | + Capital |
|---|---|---|---|---|---|---|---|---|
| (a) Start | 5,00,000 | 1,00,000 | 0 | 0 | 0 | 0 | 0 | 6,00,000 |
| (b) Buy Build | (2,00,000) | 0 | 2,00,000 | 0 | 0 | 0 | 0 | 0 |
| (c) Buy Goods | 0 | 50,000 | 0 | 0 | 50,000 | 0 | 0 | 0 |
| (d) Sales | 0 | (25,000) | 0 | 36,000 | 0 | 0 | 0 | 11,000 |
| (e) Ins Prem | (3,000) | 0 | 0 | 0 | 0 | 0 | 0 | (3,000) |
| (f) O/S Rent | 0 | 0 | 0 | 0 | 0 | 5,000 | 0 | (5,000) |
| (g) Depr. | 0 | 0 | (8,000) | 0 | 0 | 0 | 0 | (8,000) |
| (h) Drawings | (20,000) | 0 | 0 | 0 | 0 | 0 | 0 | (20,000) |
| (i) Adv Rent | 5,000 | 0 | 0 | 0 | 0 | 0 | 5,000 | 0 |
| (j) Paid Cred | (20,000) | 0 | 0 | 0 | (20,000) | 0 | 0 | 0 |
| (k) Recd Debt | 30,000 | 0 | 0 | (30,000) | 0 | 0 | 0 | 0 |
| Final | 2,92,000 | 1,25,000 | 1,92,000 | 6,000 | 30,000 | 5,000 | 5,000 | 5,75,000 |
| Trans | Cash | + Bank | + Shares | + Goods | = Creditors | + Capital |
|---|---|---|---|---|---|---|
| (a) Start | 1,20,000 | 0 | 0 | 0 | 0 | 1,20,000 |
| (b) Rent Recd | 10,000 | 0 | 0 | 0 | 0 | 10,000 |
| (c) Inv Shares | (50,000) | 0 | 50,000 | 0 | 0 | 0 |
| (d) Dividend | 5,000 | 0 | 0 | 0 | 0 | 5,000 |
| (e) Pur Credit | 0 | 0 | 0 | 35,000 | 35,000 | 0 |
| (f) Household | (7,000) | 0 | 0 | 0 | 0 | (7,000) |
| (g) Sales | 14,000 | 0 | 0 | (10,000) | 0 | 4,000 |
| (h) Paid Cred | (35,000) | 0 | 0 | 0 | (35,000) | 0 |
| (i) Deposit | (20,000) | 20,000 | 0 | 0 | 0 | 0 |
| Final | 37,000 | 20,000 | 50,000 | 25,000 | 0 | 1,32,000 |
| Trans | Cash | + Goods | + Build. | + Pre Ins | = Creditors | + O/S Rent | + Capital |
|---|---|---|---|---|---|---|---|
| (a) Start | 2,30,000 | 1,00,000 | 2,00,000 | 0 | 0 | 0 | 5,30,000 |
| (b) Pur Cash | (50,000) | 50,000 | 0 | 0 | 0 | 0 | 0 |
| (c) Sale Cash | 35,000 | (20,000) | 0 | 0 | 0 | 0 | 15,000 |
| (d) Pur Credit | 0 | 55,000 | 0 | 0 | 55,000 | 0 | 0 |
| (e) Sale Credit | 0 | (52,000) | 0 | 0 | 0 | 0 | 8,000 |
| *(Varun Dr 60k) | |||||||
| (f) Paid Cred | (53,000) | 0 | 0 | 0 | (55,000) | 0 | 2,000 |
| (g) Sal Paid | (20,000) | 0 | 0 | 0 | 0 | 0 | (20,000) |
| (h) Recd Debtor | 59,000 | 0 | 0 | 0 | 0 | 0 | (1,000) |
| (i) O/S Rent | 0 | 0 | 0 | 0 | 0 | 3,000 | (3,000) |
| (j) Pre Ins | (2,000) | 0 | 0 | 2,000 | 0 | 0 | 0 |
| (k) Comm Recd | 13,000 | 0 | 0 | 0 | 0 | 0 | 13,000 |
| (l) Drawings | (20,000) | 0 | 0 | 0 | 0 | 0 | (20,000) |
| (m) Depr | 0 | 0 | (10,000) | 0 | 0 | 0 | (10,000) |
| (n) Capital | 50,000 | 0 | 0 | 0 | 0 | 0 | 50,000 |
| (o) Pur Credit | 0 | 10,000 | 0 | 0 | 10,000 | 0 | 0 |
| Final | 2,42,000 | 1,43,000 | 1,90,000 | 2,000 | 10,000 | 3,000 | 5,64,000 |
| Trans | Cash | + Goods | + Furn. | + Debtors | = Creditors | + Capital |
|---|---|---|---|---|---|---|
| (a) Start | 1,25,000 | 0 | 0 | 0 | 0 | 1,25,000 |
| (b) Pur Cash | (50,000) | 50,000 | 0 | 0 | 0 | 0 |
| (c) Pur Furn | 0 | 0 | 10,000 | 0 | 10,000 | 0 |
| (d) Sale Cred | 0 | (7,000) | 0 | 9,000 | 0 | 2,000 |
| (e) Cartage | (100) | 0 | 0 | 0 | 0 | (100) |
| (f) Paid Cred | (9,700) | 0 | 0 | 0 | (10,000) | 300 |
| (g) Cash Sale | 12,000 | (10,000) | 0 | 0 | 0 | 2,000 |
| (h) Rent Recd | 4,000 | 0 | 0 | 0 | 0 | 4,000 |
| (i) Drawings | (3,000) | 0 | 0 | 0 | 0 | (3,000) |
| Final | 78,200 | 33,000 | 10,000 | 9,000 | 0 | 1,30,200 |
Note: This question asks for T-Accounts (Ledgers). Here is the summary of key accounts:
Cash A/c
| To Capital | 4,00,000 | By Land/Bldg | 2,00,000 |
| To Service Rev | 30,000 | By Salary | 7,500 |
| To Client | 19,000 | By Utilities | 4,000 |
| By Creditors | 12,000 | ||
| By Equip | 93,000 | ||
| By Drawings | 20,000 | ||
| Total Dr | 4,49,000 | Bal c/d | 1,12,500 |
NCERT Solutions
Journalising Transactions • Problems 11 – 15| Date | Particulars | L.F. | Dr. (₹) | Cr. (₹) |
|---|---|---|---|---|
| Dec 1 | Cash A/c …Dr. To Capital A/c (Started business with cash) | 75,000 | 75,000 | |
| Dec 7 | Purchases A/c …Dr. To Cash A/c (Goods purchased for cash) | 10,000 | 10,000 | |
| Dec 9 | Swati …Dr. To Sales A/c (Sold goods on credit) | 5,000 | 5,000 | |
| Dec 12 | Furniture A/c …Dr. To Cash A/c (Furniture purchased) | 3,000 | 3,000 | |
| Dec 18 | Cash A/c …Dr. Discount Allowed A/c …Dr. To Swati (Cash received in full settlement) | 4,000 1,000 | 5,000 | |
| Dec 25 | Rent A/c …Dr. To Cash A/c | 1,000 | 1,000 | |
| Dec 30 | Salary A/c …Dr. To Cash A/c | 1,500 | 1,500 | |
| Total | 1,00,500 | 1,00,500 |
| Date | Particulars | L.F. | Dr. | Cr. |
|---|---|---|---|---|
| Jan 1 | Cash A/c …Dr. Building A/c …Dr. To Capital A/c | 1,75,000 1,00,000 | 2,75,000 | |
| Jan 2 | Purchases A/c …Dr. To Cash A/c | 75,000 | 75,000 | |
| Jan 3 | Ramesh …Dr. To Sales A/c | 30,000 | 30,000 | |
| Jan 4 | Wages A/c …Dr. To Cash A/c | 500 | 500 | |
| Jan 6 | Cash A/c …Dr. To Sales A/c | 10,000 | 10,000 | |
| Jan 10 | Trade Exp. A/c …Dr. To Cash A/c | 700 | 700 | |
| Jan 12 | Cash A/c …Dr. Discount Allowed A/c …Dr. To Ramesh | 29,500 500 | 30,000 | |
| Jan 14 | Purchases A/c …Dr. To Sudhir | 27,000 | 27,000 | |
| Jan 18 | Cartage A/c …Dr. To Cash A/c | 1,000 | 1,000 | |
| Jan 20 | Drawings A/c …Dr. To Cash A/c | 5,000 | 5,000 | |
| Jan 22 | Drawings A/c …Dr. To Purchases A/c (Goods for personal use) | 2,000 | 2,000 | |
| Jan 25 | Sudhir …Dr. To Cash A/c To Discount Recd. A/c | 27,000 | 26,700 300 | |
| Total | 4,83,200 | 4,83,200 |
| Dec 1 | Cash A/c …Dr. To Capital A/c | 1,00,000 | 1,00,000 | |
| Dec 2 | Bank A/c …Dr. To Cash A/c | 30,000 | 30,000 | |
| Dec 4 | Purchases A/c …Dr. To Ashu | 20,000 | 20,000 | |
| Dec 6 | Cash A/c …Dr. To Sales A/c | 15,000 | 15,000 | |
| Dec 10 | Purchases A/c …Dr. To Cash A/c | 40,000 | 40,000 | |
| Dec 13 | Suman …Dr. To Sales A/c | 20,000 | 20,000 | |
| Dec 16 | Bank A/c …Dr. Discount Allowed A/c …Dr. To Suman | 19,500 500 | 20,000 | |
| Dec 20 | Ashu …Dr. To Bank A/c | 10,000 | 10,000 | |
| Dec 22 | Rent A/c …Dr. To Bank A/c | 2,000 | 2,000 | |
| Dec 23 | Bank A/c …Dr. To Cash A/c | 16,000 | 16,000 | |
| Dec 25 | Machine A/c …Dr. To Parigya | 10,000 | 10,000 | |
| Dec 26 | Trade Exp A/c …Dr. To Cash A/c | 2,000 | 2,000 | |
| Dec 28 | Parigya …Dr. To Bank A/c | 10,000 | 10,000 | |
| Dec 29 | Telephone Exp A/c …Dr. To Bank A/c | 1,200 | 1,200 | |
| Dec 31 | Salary A/c …Dr. To Cash A/c | 4,500 | 4,500 | |
| Total | 3,00,700 | 3,00,700 |
| (a) | Bad Debts A/c …Dr. To Rohit | 1,000 | 1,000 | |
| (b) | Drawings A/c …Dr. To Purchases A/c | 2,000 | 2,000 | |
| (c) | Depreciation A/c …Dr. To Machine A/c (30k * 10% * 2/12) | 500 | 500 | |
| (d) | Interest on Capital A/c …Dr. To Capital A/c (1.5L * 6% * 9/12) | 6,750 | 6,750 | |
| (e) | Cash A/c …Dr. Bad Debts A/c …Dr. To Rahul (Recd 60p in a rupee of 2000) | 1,200 800 | 2,000 |
| (a) | Machine A/c …Dr. To Cash A/c (Installation capitalized) | 500 | 500 | |
| (b) | Charity A/c …Dr. To Purchases A/c | 2,000 | 2,000 | |
| (c) | Int. on Capital A/c …Dr. To Capital A/c | 4,900 | 4,900 | |
| (d) | Cash A/c …Dr. To Bad Debts Recovered A/c | 1,200 | 1,200 | |
| (e) | Loss by Fire A/c …Dr. To Purchases A/c | 2,000 | 2,000 | |
| (f) | Rent A/c …Dr. To Outstanding Rent A/c | 1,000 | 1,000 | |
| (g) | Drawings A/c …Dr. To Interest on Drawings A/c | 900 | 900 | |
| (h) | Cash A/c …Dr. Bad Debts A/c …Dr. To Sudhir Kumar | 1,350 1,650 | 3,000 | |
| (i) | Cash A/c …Dr. To Commission Received in Adv. A/c | 7,000 | 7,000 |
NCERT Solutions
Journal & Ledger Posting • Problems 16 – 22| Date | Particulars | L.F. | Dr. (₹) | Cr. (₹) |
|---|---|---|---|---|
| Nov 1 | Cash A/c …Dr. Stock A/c …Dr. To Capital A/c | 1,50,000 50,000 | 2,00,000 | |
| Nov 3 | Purchases A/c …Dr. To Harish | 30,000 | 30,000 | |
| Nov 5 | Cash A/c …Dr. To Sales A/c | 12,000 | 12,000 | |
| Nov 8 | Furniture A/c …Dr. To Cash A/c | 5,000 | 5,000 | |
| Nov 10 | Harish …Dr. To Cash A/c | 15,000 | 15,000 | |
| Nov 22 | Harish …Dr. To Cash A/c To Discount Recd. A/c | 15,000 | 14,700 300 | |
| Nov 29 | Cash A/c …Dr. Disc Allowed A/c …Dr. To Nitesh | 6,800 200 | 7,000 | |
| Total | 3,50,700 | 3,50,700 |
| Jan 1 | Cash A/c …Dr. To Capital A/c | 1,65,000 | 1,65,000 | |
| Jan 2 | Bank A/c …Dr. To Cash A/c | 80,000 | 80,000 | |
| Jan 10 | Tara …Dr. To Cash A/c | 22,000 | 22,000 | |
| Jan 15 | Cash A/c …Dr. Disc Allowed A/c …Dr. To Naman | 11,700 300 | 12,000 | |
| Jan 20 | Drawings A/c …Dr. To Bank A/c | 4,000 | 4,000 | |
| Jan 22 | Rent A/c …Dr. To Bank A/c | 3,000 | 3,000 | |
| Jan 24 | Cash A/c …Dr. To Bank A/c | 6,000 | 6,000 | |
| Total | 4,46,400 | 4,46,400 |
| Aug 1 | Cash A/c …Dr. To Capital A/c | 1,10,000 | 1,10,000 | |
| Aug 2 | Bank A/c …Dr. To Cash A/c | 50,000 | 50,000 | |
| Aug 22 | Hema Traders …Dr. To Purchase Return A/c | 2,000 | 2,000 | |
| Aug 23 | Hema Traders …Dr. To Cash A/c | 40,000 | 40,000 | |
| Total | 3,53,100 | 3,53,100 |
| Dec 14 | Himani …Dr. To Bank A/c | 36,000 | 36,000 | |
| Dec 21 | Sales Return A/c …Dr. To Goyal Traders | 3,500 | 3,500 | |
| Dec 26 | Bank A/c …Dr. To Goyal Traders *(Assuming cheque deposited same day) | 31,500 | 31,500 | |
| Total | 7,32,000 | 7,32,000 |
| Dec 5 | Computer A/c …Dr. To Bank A/c | 2,50,000 | 2,50,000 | |
| Dec 20 | Ritika …Dr. To Bank A/c | 28,000 | 28,000 | |
| Dec 22 | Cash A/c …Dr. To Karishna | 15,000 | 15,000 | |
| Dec 26 | Bank A/c …Dr. To Karishna | 8,000 | 8,000 | |
| Total | 8,62,000 | 8,62,000 |
| Jan 1 | Cash A/c …Dr. Bank A/c …Dr. Stock A/c …Dr. Tarun …Dr. To Rohan To Capital A/c (Bal Fig) | 6,000 55,000 40,000 10,000 | 6,000 1,05,000 | |
| Jan 15 | Rohan …Dr. To Bank A/c | 6,000 | 6,000 | |
| Jan 30 | Drawings A/c …Dr. To Purchases A/c | 4,000 | 4,000 | |
| Total | 2,77,500 | 2,77,500 |
| (a) | Purchases A/c …Dr. Input CGST A/c …Dr. Input SGST A/c …Dr. To Kanta | 2,00,000 18,000 18,000 | 2,36,000 | |
| (b) | Purchases A/c …Dr. Input IGST A/c …Dr. To Cash A/c | 1,00,000 12,000 | 1,12,000 | |
| (c) | Sudhir …Dr. To Sales A/c To Output IGST A/c | 1,77,000 | 1,50,000 27,000 | |
| (d) | Transport Charges A/c …Dr. Input CGST A/c …Dr. Input SGST A/c …Dr. To Cash A/c | 10,000 500 500 | 11,000 | |
| (e) | Sidhu …Dr. To Sales A/c To Output CGST A/c To Output SGST A/c | 1,41,600 | 1,20,000 10,800 10,800 | |
| (f) | Office Equipment A/c …Dr. Input CGST A/c …Dr. Input SGST A/c …Dr. To Bank/Cash A/c | 60,000 5,400 5,400 | 70,800 | |
| (h) | Motor Cycle A/c …Dr. Input CGST A/c …Dr. Input SGST A/c …Dr. To Bank A/c | 50,000 7,000 7,000 | 64,000 |