Items related to Budgeting Practice and Organisational Structure
Synopsis
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.
* Original research funded by the Chartered Institute of Management Accounting
* Reveals the realities of budgeting models in practice
* Includes interviews and surveys of actual businesses
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About the Author
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
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