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英国一般重点大学留学生会计类硕士考试题目答案参考 留学生会计专业考试题目解析
您需要写作的论文具体信息如下：
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论文题目：无 考试题
论文语种：英文
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您的研究方向：accounting &finance 这科名叫management accounting & stratgy
是否有数据处理要求：否
您的国家：英国
您的学校背景：英国一般重点大学 排名60左右
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论文用途：硕士考试题目
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补充要求和说明：1. Review the key criticisms of traditional budgeting techniques and critically examine how the development of “Beyond Budgeting” aims to address those criticisms 2. Is the “Balanced Scorecard” technique just another “hot topic” or do you believe that it will continue to be widely used in the future? Use a critical evaluation of the technique to justify your response. 3. Review the principal features of an Activity Based Costing/Activity Based Management system and examine the current issues facing businesses that this technique aims to address. 4. What additional information would you require to put together a budget incorporating best practice in Environmental Management Accounting? What additional costing techniques could be used? 5. Cost management techniques have become a key part of modern manufacturing activity. Review at least two of these techniques and evaluate their application in the current highly competitive business environment.
1. Review the key criticisms of traditional budgeting techniques and critically examine how the development of “Beyond Budgeting” aims to address those criticisms.
Since the 1920s, budgeting had been widely used by GE, Siemens, British chemical industrial company (ICI) and other large enterprises as a tool of cost and cash flow management. By the 1960s, budgeting http://www.ukassignment.org/ygkczy/ evolved into a fixed performance contract. Financial indicators are increasingly used in performance measurement. Managers rarely paid attention to production and the technology and market factors which were decisive to competitive ability, but spent more time on budgeting process game. Jack Welch, ex CEO of General Electric, even said: “Budgeting is the bane of corporate America.” The consensus in American business circles is that the budgeting process isn’t all it could be. Dissatisfaction is rampant. There are three main reasons for this:
Budgeting is cumbersome and too expensive. The budgeting process is a deeply embedded annual ritual. It absorbs huge amounts of time for an uncertain benefit. The average time consumed by the budgeting process is between four and five months, absorbing 20 to 30 percent of senior executives’ and financial managers’ time. A 1998 study conducted by Hackett Benchmarking & Research showed that the average company invested more than 25,000 person-days per billion dollars in revenue in the planning and performance measurement processes. (Heyns & Sutcliff, 2002)
Budgeting is out of kilter with the competitive environment. The old command-and-control management style is out of tune with the new need for agile and adaptive leadership and the need to transfer more power and authority to people closer to the customer. Few of the innovative management tools of the past decade have been used to fundamentally transform the performance management process. At best they have made marginal improvements to a broken system. Few have achieved their potential. (Hope & Fraser, 2003)
Budgeting encourages managers’ disorder behavior; seriously impair the business ethics culture. Budgeting may lead to fraud. Fear of failure to meet the goals is often the underlying cause. This was evident at both Enron and WorldCom. When senior executives and operating managers commit to overly aggressive targets, they may fudge the numbers to meet them. The fixed performance contract is a deadly virus. It can lay dormant for years until an aggressive “management by the numbers” leader comes along and activates it. It is a dismal way to manage a business.
Beyond Budgeting enables more adaptive management processing and a radically decentralized organization. And it costs less than traditional budgeting.
The principles of Beyond Budgeting offer a new coherent management model. It assumes that front-line managers are able to regulate their own performance. Senior executives provide a supportive role. They challenge and coach, but decisions are taken locally within a clear governance framework based on principles, values and boundaries. In the new coherence, relative improvement contracts, strategic models, rolling forecasts and service-level agreements make sense. Managers now focus on medium-term strategy rather than short-term http://www.ukassignment.org/ygkczy/ fixed targets. Beyond Budgeting combines financial and non-financial targets together, set goals according to the compared status of competitors. Beyond Budgeting doesn’t link rewards to fixed targets agreed upon in advance. It sets bonuses based on a relative improvement contract that involves a whole team setting and meeting a range of performance benchmarks over a period of time. (Hope & Fraser, 2003)
In the era of information economy, we must carry on the reform of budgeting. N-type organizations are more suitable for the information economy. It faces the market, responds more rapidly and is more flexible. Budgeting hinders the enterprises’ transformation from M-type to N-type. (Hope & Fraser, 1997) Radical decentralization is about lifting the burden of bureaucracy from the shoulders of front-line people, eradicating the dependency culture and enabling people to accept even more responsibility for their own performance.
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