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Budgeting practice and organisational structure - CIMA Название: Budgeting Practice and Organisational Structure, David Dugdale, Stephen Lyne
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Budgeting practice and organisational structure - CIMA
BUDGETING PRACTICE AND. ORGANISATIONAL STRUCTURE. Volume 6 | Issue 4. Professor David Dugdale and Dr Stephen Lyne. Department of ...

If contribution, margin and profit targets are set, managers can be given freedom to pursue them. In only two areas did more than half of the financial managers agree or strongly agree that budgets were problematic. Market-based, output-controlled operations in business units, although not unduly constrained by budgets, are likely to be part of a budget process that co-ordinates their activities with other parts of the organisation.

Our research suggests that, in general, organisations do decentralise--they delegate authority to business units and continue to decentralise even within those units. Similarly, Norman Macintosh noted the comprehensive control system at Transamerica Finance Corporation where "branch managers experience a great deal of freedom to run their operations according to the standard operating procedures, while healthy performance bonuses and frequent inter-branch competitions with exotic prizes keep branch managers from stagnating. No portion of this article can be reproduced without the express written permission from the copyright holder.

They should instead adopt a policy of radical decentralisation and implement appropriate key performance indicators, scorecards and rolling forecasts. Instead, it identified services as the primary value-adding part of the business and charged commercial profit-centre managers with generating contribution margin over and above the (variable) cost of production and attributable marketing, selling, distribution and service costs. Complexity within business units is likely to mean that budgets are used to co-ordinate many differentiated functions. David Dugdale, T Colwyn Jones and Stephen Green, Contemporary Management Accounting Practices in UK Manufacturing, CIMA Publishing/Elsevier, 2005.

Budgeting practice and organisational structure - CIMA
BUDGETING PRACTICE AND. ORGANISATIONAL STRUCTURE. Volume 6 | Issue 4. Professor David Dugdale and Dr Stephen Lyne. Department of ...

Sample Chapter - Palgrave Budgeting: are budgets still needed? David Dugdale and Stephen... Sample Budgeting Assignment | Finance Assignment Help


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  • Budgeting Practice and Organisational Structure - David Dugdale...
    18 Jan 2010 ...Budgeting Practice and Organisational Structure ... David Dugdale, StephenLyne ... Reveals the realities of budgeting models in practice.
    Budgeting Practice and Organisational Structure, David Dugdale, Stephen Lyne

    We surveyed financial and non-financial managers in 40 companies and followed these up with interviews in eight of them. A recent acquisition means the company now has a Quick-Food profit centre producing pasties, pies and similar products, often sold at roadside service outlets. Additionally, the financial controllers and finance directors we interviewed said they regarded budgets as a key element in their mix of structural and procedural planning and control mechanisms.

    The balanced scorecard: lots of firms have got one, but has it done them any good? Sir Andrew Likierman discusses how to tell whether introducing a. Two companies in particular provided excellent examples of this complexity and the case studies in the panels on the following pages show how managers organised their businesses to promote motivation, co-ordination and control. There are sequential relationships--for example, from factory to sites--and reciprocal relationships--for example, IT to HR to IT, etc--and it is taken for granted that budgets are a tool for co-ordinating activities across the factory, marketing areas and service centres.

    Hope's and Fraser's recommendations are aimed largely at revising the relationship between the centre and the operating units by emphasising output controls using a limited number of performance indicators. We think that the apparent conflict between our findings and those of Hope and Fraser can be explained by our focus on managing operating units and their focus on managing the relationship between operating units and the corporate centre. Recently other academics--notably, Robert Kaplan and David Norton of Harvard Business School--have also suggested that companies might "blow up the budget". David Dugdale, T Colwyn Jones and Stephen Green, Contemporary Management Accounting Practices in UK Manufacturing, CIMA Publishing/Elsevier, 2005.

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