Budgeting Practice and Organisational Structure

David Dugdale

ISBN 10: 0080965903 / ISBN 13: 9780080965901

Editore: Elsevier Science & Technology, CIMA Publishing, 2010

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nach der Bestellung gedruckt Neuware - Printed after ordering - Budgeting is at the heart of the performance management process for most companies. However, some argue that many companies today are dissatisfied with budgeting. It is seen to be costly and time-consuming; it inhibits action and causes organisational problems. The influence of the 'Beyond Budgeting' model has caused many major companies, including Toyota, to abandon traditional budgeting altogether. Should other companies follow suit Budgeting Practice and Organisational Structure explores the changes in budgeting through a survey of financial and non-financial managers. Concerns include: The attitudes of managers towards budgeting models How budgetary practices have changed What problems budgeting can cause The effects of budgets on overall company performance. This report reveals that there's little evidence to suggest widespread dissatisfaction with traditional budgeting. However, to enable a company to perform at its best, understanding budgeting in context is essential and it is imperative that budgeting works in tandem with other control systems and organisational structure.

Codice articolo 9780080965901

Dati bibliografici

• Titolo: Budgeting Practice and Organisational Structure
• Editore: Elsevier Science & Technology, CIMA Publishing
• Data di pubblicazione: 2010
• Lingua: Inglese
• ISBN 10: 0080965903
• ISBN 13: 9780080965901
• Rilegatura: Taschenbuch
• Condizione: Neu
• Dimensioni: 229 L x 152 A x 12 P (millimetri) 229 millimetri di larghezza per 152 millimetri di altezza per 12 millimetri di profondità
• Peso: 423 grammi

Descrizione articolo

Riassunto

Budgeting is at the heart of the performance management process for most companies. However, some argue that many companies today are dissatisfied with budgeting. It is seen to be costly and time-consuming; it inhibits action and causes organisational problems. The influence of the "Beyond Budgeting" model has caused many major companies, including Toyota, to abandon traditional budgeting altogether. Should other companies follow suit? This report explores the changes in budgeting through a survey of financial and non-financial managers. Concerns include: The attitudes of managers towards budgeting models How budgetary practices have changed What problems budgeting can cause The effects of budgets on overall company performance. This report reveals that there's little evidence to suggest widespread dissatisfaction with traditional budgeting. However, to enable a company to perform at its best, understanding budgeting in context is essential and it is imperative that budgeting works in tandem with other control systems and organisational structure.

Informazioni sull?autore

He is Professor Emeritus of Management Accounting at the University of Bristol. His research interests include costing systems, performance management and investment decision-making. He is vice-chair of the Research Board of the Chartered Institute of Management Accountants and an Associate Editor of the British Accounting Review.
He is Head of the School of Economics, Finance and Management at the University of Bristol. His main research interests are in organisational management accounting, particularly the use of activity-based techniques, budgeting techniques, balanced scorecards and performance management