...INTRODUCTION BUDGETING Budgeting is one of the most important skills that an organization can have. Creating and implementing budgets are the most important activities a public administration can undertake. No public program can exist without fund. Budgeting was defined as "a valuation of receipts and expenditures or a public balance sheet, and as a legislative act establishing and authorizing certain kinds and amounts of expenditures and taxation" (Schiesl, 1977). Budgeting is a collective process in which operating units prepare their plans in conformity with corporate goals published by top management. This means budgeting is a number of activities performed in order to prepare a budget. A budget is a quantitative plan used as a tool for deciding which activities will be chosen for a future time period. A budget is a document that shows how a government agency or public organizations intend to spend resources on activities that accomplish public purposes. A budget is a critical document in the operation of any modern public organization. It has an explicit meaning and it has several expected components. In simple terms, a budget is a financial plan that carries forward the financial implications of carrying out a particular planned response to the anticipated operating conditions in a future period, normally a year. The budgeting process is an essential component of management control systems, as it provides a system of planning, coordination and control...
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...Introduction and Background of Budget The Capital Budget of the public sector or sometimes also known as Public Budget concerns how the government plans its revenues and expenditures at the Federal level, State level, and Local government level, to carter for the needs of its development programs and projects. In a democratic society, the division of resources between the public and private sectors is roughly determined by the desires of the electorate. But because it’s such a complex and time-consuming task to acquire adequate political information, the electorate is chronically ignorant. Since the Revolutionary War, democratic system of governance has forever been looking for better ways to inform the public and to design more sophisticated techniques for deciding how best to allocate scarce public resources. Despite the good sense it makes to “budget to a plan”, public expenditures are frequently approved based on who supports what, rather than on a clear understanding of what exactly the expenditures will accomplish. Public Budgeting is not about numbers; it is about making Democratic governance work. During the debates leading to the creation of the American Constitution, taxation and public expenditures were one of the driving forces leading to the creation of our peculiar and complex system of separation of powers and checks and balances. Our various state and local democratic constitutions give the executive branch the power to propose a budget and collect taxes, but...
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...OF THE BUDGETTING Budget is a combinations of company activities within which a company coordinate to a common plan for future period. The budget is not something that originates 'from nothing' each 'year - it is developed within the context of ongoing business and is ruled by previous decisions that have been taken within the long-term planning process. When activities are initially approved for inclusion in the long-term plan, they are based on uncertain estimates that are projected for several years. These proposals must be reviewed and revised in the light of more recent information. This review and revision process frequently takes place as part of the annual budgeting process, and it may result in important decisions being taken on possible activity adjustments within the current budget period. The budgeting process cannot therefore be viewed as being purely concerned with the current year - it must be considered as an integrated part of the long-term planning process. The conventional approach is that once a year the manager of each budget centre prepares a detailed budget for one year. For control purposes, the budget is divided into either 12 monthly or 13 four-weekly periods. The preparation of budgets on an annual basis has been strongly criticized on the grounds that it is too rigid and ties a company to a 12 month commitment, which can be risky because the budget is based on uncertain forecasts. (Drury C (2008)) Stages for preparation of budget According to Drury...
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...Public Budgeting Case Study: Republic of Kosova 9/12/2013 [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Contents 1.0. Introduction 3 1.1. Problem Statement 3 1.2. Report Structure 4 2.0. Methodology 4 3.0. Analyses 4 3.1. Overview of Public Budgeting 4 3.2. Public Budgeting in Kosova 5 Executive Summary Based on ‘Public Budgeting’ book, public budgeting is defined as making and implementing decision regarding the acquisition, allocation, and use of resources by government, with a primary focus on money in the modern age. Similar to budgeting of private companies as well as budgeting of families, public budgeting deals with generation of income, and then planning and monitoring how that incomes are being spent. This study aims to explain and understand the budgeting process in the Republic of Kosova by investigating which are the pros and cons in their process. To compile the report, only secondary data have been used such as literature and publications taken on official websites. Public budgeting, involves in itself some other tasks that sometimes could be incompatible and may erode the ability to perform the other task. These tasks includes: setting goals and priorities, linking goals to actions, managing the economy...
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...and budgeting has become a powerful tool of any company’s financial management. Planning and budgeting is an issue that should be solved in a complex. Therefore, this final English research paper highlights three main approaches absorbed: theoretical, practical, and analytical. Theoretical knowledge cannot be applied to practice without clear understanding of business, a feeling about the actual circumstances. Practical knowledge cannot be applied to professional tasks without analytical approach. This skills and approaches are presented and proven in this research. Having faced planning and budgeting process of middle-sized company, it has been noted that some issues of this important activity absence clarity, confidence, and flexibility. In order to optimize planning and budgeting process a thorough examination has been prepared in this research paper. The Company where experience has taken place is Levi’s XX that stands for Levi’s Vintage Clothing. Therefore, the industry examined is apparel, and as a market is taken the whole Globe. Table of Contents Abstract 2 Introduction 4 • The purpose of the study 4 • The main conceptual problem 5 Methodology 6 1. Essence and role of financial planning and budgeting 7 1.1 Planning and budgeting role in company’s structure 7 1.2 Purpose of budgeting 7 2. Company profile, industry and market description 10 2.1 Levi’s XX story 10 2.2 Company’s structure 10 3. Principles and objectives to improve the budget process...
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...by the student) Student Name: Oliver Conroy Student Number: C1218229 Module Code: BS3517 Module Title: Management Accounting & Control Coursework Title: Budgeting Essay Submission date: (before 4pm on…) 17.03.2015 Date document last saved/printed: Section 2 ( To be completed by the Lecturer) COMMENTS: --- 09.03.2015 (Updated automatically) Lecturer: Nina Sharma MARK AWARDED: Number of words: 1976 Created by: sbsjj15 Document last opened: 09/03/2015 14:22:03 Version 2.3 Oliver Conroy C1218229 Management Accounting & Control BS3517 i.) INTRODUCTION The apparent flaws and inaccuracies in the traditional budgeting process have caused many scholars to openly question the need and validity of this stalwart of modern day management accounting. Hope and Fraser (2003) spearheaded the ‘Beyond Budgeting’ approach, challenging the conventional format of budgets and arguing that they should be abolished, removing the rigid shackles imposed on businesses of traditional budgets...
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...and the Master udget After studying this chapter, you should be able to ... LO 10-1 Describe the role of budgets in the overall management process LO 10-2 Discuss the importance of strategy and its role in the master budgeting process LO 10-3 Outline the budgeting process LO 10-4 Prepare a master budget and explain the interrelationships among its supporting schedules LO 10-5 Deal with uncertainty in the budgeting process LO 10-6 Identify unique characteristics of budgeting for service companies LO 10-7 Understand alternative approaches to budgeting (viz., zero-base, activity-based, time-driven activity-based, and kaizen budgeting} LO 10-8 Discuss various behavioral considerations in budgeting If you don't know where you're going, you'll end up somewhere else. A Yogi Berra Johnson & Johnson (J&J), one of the largest manufacturers of health care products in the world, started (in 1887) as a small manufacturer of health and well-being-related products. Today, it has more than 118,000 employees and more than 250 operating companies in 60 countries. J&J sells its products in more than 175 countries. Surveys conducted over the years by Business Week, Forbes, Fortune, and other business journals repeatedly rank J&J as one of the most innovative and well-managed firms in the world. How does J&J do it? It relies on a comprehensive formal planning, budgeting, and control system in formulating and implementing strategy, coordinating and monitoring operations, and...
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...national budget indicates, in terms of manpower, money, machines and materials, the country’s total resources to be utilized for various activities during a specified period. It is scrutinized by the country’s legislature; it becomes a piece of legislation when the legislature approves its adoption. The annual budget of an educational institution is approved by the institution’s governing board. The approved budget becomes the legal authority by virtue of which executives, agency heads or administrators can initiate or carry out activities designed to achieve organizational objectives. What is Budgeting? Budgeting is the process of systematically relating expenditure to achieve planned goals and objectives. It follows five phases and has three major functions. The phases of budgeting are as follows: Phase I – identification of programs/projects/activities to be accomplished during the budget period; Phase II – identification of resources in terms of manpower, money, machines and materials; Phase III – costing of resources, which is the most important activity in budgeting since the budget is fundamentally a financial statement; Phase IV – presentation of the budget in accordance with guidelines periodically issued by the proper authority, e.g., the Department of Budget and Management in the case of the Philippines; and Phase V – obtaining the approval of the appropriate authority, this involves piloting of the budget through a series of budget hearings...
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...Budgeting OVERVIEW Brief description This toolkit provides guidelines on how to go about developing and monitoring a budget. It will help you with an overall organisational budget as well as with a budget for a specific project. It includes tools for estimating costs as well as tips for ensuring that your budgets meet the needs of your project or organisation. In the examples section we give actual examples of budgets and how they can be monitored. Why have a toolkit on budgeting? Budgeting is the key to financial management. The toolkit will help you plan, develop and use budgets effectively in your organisation. If you have a sound understanding of the principles of budgeting, you will be well on the way to sound financial management. If you use this toolkit in conjunction with other toolkits, as indicated, you will increase the capacity of your organisation to manage its finances effectively. You will also increase its ability to survive through foresight and planning. Who should use this toolkit? This toolkit is aimed specifically at people who have had little or no experience with budgeting. Perhaps you have not been involved in running an organisation, project or department before. Or perhaps you have not been involved in the financial management side of the work before. Now you are faced with the task of developing a budget, or budgets, and you are not quite sure where to start. If you are in a situation like this, then this toolkit will be useful for you. When will...
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...Budgeting OVERVIEW Brief description This toolkit provides guidelines on how to go about developing and monitoring a budget. It will help you with an overall organisational budget as well as with a budget for a specific project. It includes tools for estimating costs as well as tips for ensuring that your budgets meet the needs of your project or organisation. In the examples section we give actual examples of budgets and how they can be monitored. Why have a toolkit on budgeting? Budgeting is the key to financial management. The toolkit will help you plan, develop and use budgets effectively in your organisation. If you have a sound understanding of the principles of budgeting, you will be well on the way to sound financial management. If you use this toolkit in conjunction with other toolkits, as indicated, you will increase the capacity of your organisation to manage its finances effectively. You will also increase its ability to survive through foresight and planning. Who should use this toolkit? This toolkit is aimed specifically at people who have had little or no experience with budgeting. Perhaps you have not been involved in running an organisation, project or department before. Or perhaps you have not been involved in the financial management side of the work before. Now you are faced with the task of developing a budget, or budgets, and you are not quite sure where to start. If you are in a situation like this, then this toolkit will be useful...
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...relative merits of the top-down and bottom-up approaches to budget setting? Budgeting Budgeting is a formal process in which a company's expenses and revenues are planned for the future. Top down and bottom up are two most common budgeting techniques. In the top-down approach, upper management prepares budgets with no input from employees or lower-level managers. In the bottom-up budgeting approach, managers and employees at the department level prepare budgets for their individual departments. A final, organizational budget is prepared by consolidating all individual, department budgets. The relative merits of Top-Down Budgeting Financial Control * When upper management evaluates a company's overall financial needs and compares the needs to projected revenues for a year, it gets a clear picture of how much money it can reasonably allocate to different areas. Decisions are made about where finances will have the most positive impact and staffers are given directives on what they have to work with. This approach allows upper managers to maintain complete financial control over a budget. Accountability of Staff * When a staff is given a certain budget to work with, it must make prudent financial decisions about how the money will be used. This may result in greater financial accountability and more comparison-shopping for products, services and consulting help. Faster Process * Top-down budgeting is much more time-efficient than...
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...“The traditional budget is a rigid tool and therefore be discarded in practice”. Should the traditional budgetary model be abandoned as suggested above? Introduction What is budget and budgeting? Budget is a financial plan, which is tailored individually for each entity covering specific future period of time and which enables to determine manager’s targets and to predict the consequence of that specific financial period (Langfield-Smith, et al., 2006). Budgeting has been recognized as one of the most significant concepts used for planning and controlling organizations performance since the early 20th century. As a process, budgeting comprises of a set of activities and procedures that undertake the development of a budget. Budgets are used by corporations to serve various operational and functional purposes that include facilitating in planning process, predicting future development, simplifying communication, allocating resources, motivating employees and controlling operations. The process is effectively completed through the evaluation of performance indicators and incentives (Weber & Linder, 2005). Consequently, organizations recognized budgets as a key element in management control systems (Libby & Lindsay, 2007). Background and definition From the 18th to 20th century, traditional budgeting has set a range of common goals and institutions. It can be defined as “an annual, incremental, conducted on a cash basis in the form of line items which...
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...of the annual budgeting for the entire company. Annual budgets were not developed mainly by small and medium-sized retail and service companies. In later research (Wnuk-Pel, 2012), the percentage of Polish companies with a budgeting system was much higher. From the 257 surveyed entities, which properly completed the questionnaires, as much as 98,4% reported creating annual budgets and as much as 72,4% of these companies were preparing budgets for a period exceeding three years. It should be stressed that only 6% of these entities reported creating budgets for less than a year. Budgeting is used, inter alia, for planning, coordination, and evaluation of activities, motivation and evaluation of the staff performance and for supporting the internal control system of the organization (Chenhall and Smith, 1998; De With and Dijkman, 2008; Angelakis et al., 2010; Farouk and McLellan, 2011; Yalcin, 2012). The survey carried out by De With and Dijkman (2008) has shown that the most frequently mentioned statements note that the budgets can support the planning (84,1%). Moreover, the budget is used for coordination the separate parts of responsibility centers to ensure that all parts of the organization are in balance with one another. The next objective of operational budget use is to enhance performance control and motivate managers (81,8%), to better allocate resources (77,3%) and coordinate activities (61,4%). According to another survey (Sleihat et al., 2012), budgeting is used primarily...
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...STATEMENT | 5 | 3. | FORMULATE THE ALTERNATIVES | 5 | 4. | ANALYTICAL TOOLS | 6 | 5. | EVALUATION OF ALTERNATIVES | 12 | 6. | FINAL DECISION & RECOMMENDATION | 13 | 7. | QUESTIONS & ANSWERS | 15 | 8. | REFERENCE | 17 | TABLE OF CONTENT EXECUTIVE SUMMARY The city of Yorba Linda which is located in northern Orange County, California was incorporated in 1967 as a general law city. This city had been growing at a rate of about 3,000 people per year, as in 1991, it had 53,000 residents living there. Yorba Linda city used a city manager form of government. Mr. Simonian has been appointed by the City Council to be the city manager, where he will be managing all the city departments except for the Legal Services. The city’s budget included 68 full-time employee for general city operations and 17 for library operations. The city council comprised of five city residents which was elected on an at large basis for a four-year, part-time term. Their responsible is to set the city policies. Yorba Linda city is a contract city where this city contracted with public and privates agencies to provide services in the city. As in Yorba Linda the agencies are the City of Brea, County of Orange and a private agency. The purpose of this approach is to cut back or delay noncritical services or projects when revenues were not available. The city revenue is primarily derived from the state and local resources. City of Yorba Linda implements fund accounting as their financial control...
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...Budgeting Curtis Slack BUS630: Managerial Accounting Brandy Havens November 20, 2012 Budgeting Budgeting is a key factor to the finical success of anything whether it is a personal budget or a company business budget. Personal budgets are used to make sure that a person is not spending more money then what they are making. Business budget works in much the same way but it is way more complicated. Budgeting properly can help any company set its self on track to be profitable. Budgeting begins with in the building and planning process of a company. This paper will describe the main issues companies face while budgeting, it will also display specific current and future application of the budgeting process for the financial success of business. This paper will also describe the budgeting process and will also touch on the three major purposes; “forecasting the future development of the organization (and its environment), coordinating activities and tasks, and motivating employees, The uncertainty innate in any business environment leads to the need for forecasting future developments and events in order to make the right decisions at the right time and to handle the future effectively” (Weber & Linder, 2005). Necessity of a Budget Budgeting is widely misconceived as a “bad” thing. Many times people feel that a budget restricts them and does not allow them to spend as they please. Budgeting works very much the same way a kite works. As a kite starts to soar in the ski...
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