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预算的好处和预算控制 预算,根据定义,必须提前做好准备,因此,通常被称为前馈系统。前馈纳入预算的最重要方面:看情况提前,提前思考事物的影响和意义，提前试图控制形势。预算和预算控制似乎活动组织的流水线和提供了一个纪律前景。预算常常称为任何业务的一部分,因此，在组织的成功中扮演着至关重要的角色。在接下来的报告中,试图关于一样简要概述下。 预算可以被描述为一个计划，表示定量和金钱而言。预算通常是事先准备和批准,考虑期间需要使用和前几年类似的时期。
预算被准备在一幅画上,一个组织试图实现不同的行动和计划来实现预算数据。作为一个整体，在部门预算准备中是明智的。 Budgets, by definition, have to be prepared in advance; and as a result, often referred to as the feed forward system. Feed forward incorporates the most important aspect of budgeting: looking at situations in advance, thinking about the impact and implications of things in advance and attempting to take control of situations in advance. Budget and budgetary control seems to stream line the activities of organizations and provides a disciplinary outlook. Budgets are often termed as integral part of any business and thus, play a vital role in a organizational success. In the following report, an attempt has been made to put across a brief overview in regard to the same. A budget can be described as a plan expressed in quantitative and money terms. Budgets are usually prepared and approved in advance and take into consideration the period it needs to be used and the similar period on the previous years.
Budgets are prepared to put across a picture whereby, an organization tries to implement different actions and planning to attain the budgetary figures. Budgets are prepared on a department wise as well as a whole. The budgetary figures put across helps an organization to gear up its activities and often act in boosting up the employee motivation. However, since budget and budgetary facts and figures relates to future, the forecasting and its preparation should be taken care off. In simple words, budgetary control relates to the establishment of budgets relating the responsibilities of budget holders the needs of a policy. Budgetary control also relates to the continuous comparison of actual with budgeted results to ensure that the objectives of the same are properly achieved; or to provide a basis for the change of those objectives.
In summary, a budget is a statement setting out the monetary, numerical or non quantitative aspects of an organisation's plans for the coming week or month or year. Budgetary control is the analysis of what happened when those plans came to be put into practice, and what the organisation did or did not do to correct for any variations from these plans. i) The budget assists planning - A budget is prepared for the future in order ensures proper allocation of resources among all the departments and so that the organization attains the predetermined success. A budget thus assists a business to plan its future course of action. ii) The budget communicates and co-ordinates - A budget once prepared and accepted by the authority is usually communicated to all the departments and other members so that all the work can be properly co-ordinated. The budget helps in controlling over-utilisation of resources or increase in cost/expenses and a decrease in incomes/sales. iii) The budget helps in decision-making process - A budget is designed kept in mind the future course of action and thus, helps in the decision-making activities of the future. iv) The budget can be used to monitor and control - A budget helps in keeping a control on the overall activities of a business organization. v) The budget can be used to motivate and control - A budget puts forward certain monthly and quarterly figures which different departments needs to attain during that specific. Often on attaining such figures, the employees are rewarded with bonus or increments.
vi) The budget maintains a discipline - A budget helps an organization to maintain a discipline over its expenditure trends and thus, keeps a maintains an organizational discipline. i) Benefits of producing a budget should exceed its cost - Often small organizations cannot cope up with the cost of budgeting and maintain its activities at par. For tem, budgets are of mere use. ii) Budgets are often not accurate - This document provides details based on the figures of the past and therefore, it often happens that the budgets are not realistic because of the changes in the market structure and demand pattern. iii) The budget might demotivate - Employees who might not be able to achiee the budgeted targets might be demotivated with the budget. iv) Budgets might lead to dysfunctional management - Targets might pose in a threat within various departments of an organization. For example, a production department might achieve extra output than the sales department actually requires. As a result, budgets need to be set at realistic levels and linked and co-ordinated across all departments with proper informations.
v) Budgets might be set at too low levels - Budgets being prepared by individuals can be manipulated and hence, should be properly checked because low level budgets might effect the work culture.
The process starts in June in the year preceding the budget period with the draft budget manual being sent to Finance Officers, who discuss this draft with their departmental staff (with a view to adoption or amendment). The budgetary planning phase is completed in March (ready for an April start) when the printed budget book is published and the approved estimates are put into the financial control system.
However, in certain situations, the budget period will be analysed according some particular feature of the work in that situation: for example, stockbrokers have their year divided into "accounts" of two and three weeks' duration. These divisions of a budget period are control periods.
On preparation of sales budget, it can be easily noted that the same has got strong links with the stock budget and the stock budget has strong links with the cash budget. Therefore, when any of the budgets are changed it has its direct impact on the other related budgets. The more complex the organisation and the more complex the processes within that organisation, the greater the number and variety of interrelationships that any budget for that organisation is bound to contain. |
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