In the traditional way of budgeting, managers are paid on the basis of ?pay for performance?. As per this process, the employees are paid a fixed amount of salary as soon they reach a certain percentage of the target (like 80 to 85 percent); if they manage to cross the budgeted target they receives bonus for their performance and the more they move above the target, the more they receive incentive. So it can be clearly concluded that employees? incentive are directly related to budgets and targets. The lower the target, the more they will be benefited (Lagace, 2003). For example if the manager finds that their incentive is related to the profit earned by the company, then they will try to boost the revenue by realising future sales at present and postponing expenses to future, without paying attention to what will be the impact of such action in company. In big companies, management set budget at the beginning of their financial year with an aim to create a harmonious coordination between other business units, a healthy flow of information, lower expanses and highly satisfied customers. But as soon as the budget comes into action, the business unit?s managers start hiding vital information. Such distorted information often leads to wrong decision making (Jensen, 2001). Many a time the top level management gets involve in such fraud cases and they disperse wrong information to the customers and shareholders. One such example of fraud case in past was seen in Lernout & Hauspie, a software firm in the year 2001 (The New York Time, 2007).
The misguiding information not only hampers the company, but the damage spreads and affects the national economy. For example at the time of economic boom, misguiding information revealed by company leads to wrong prediction of the financial analysts regarding future growth of the company. They gives an over statement of company?s earning and profitability, and the top management ends up taking wrong decisions. But as soon as the economic slowdown starts, sales falls below expected levels, inventories gets accumulated, and as a result the management?s incentive and bonus moves down. All these create an environment of de-motivation and depression that negatively affects company?s image (Jensen, 2001).
Though budgets are common in almost all the organisations, but it has to be accepted that almost all the employees hate the term ?budget?. Employees believe that budgets are designed in such a manner that the employees can never reach them and thus management can make them work more (Media Willy, 2003).
Suitability of budgeting in the 21st century
There are many factors which lead to faulty budgeting process like ?Faulty Arithmetic in the Budget Figures, Errors in the Arithmetic of the Actual Results, Reality is Wrong and Differences between Budget Assumptions and Actual Outcome? (Financial Management Development, n.d.). As per the report published by Centre for Sustainability Management, many organisations (like network organisations) have accepted the fact that budgets no longer serve the purpose in their organisations (Centre for Sustainability Management, 2001). In a survey conducted by KPMG in UK, it was found that 37 percent of the companies provided a monthly update of their 12 months? forecast, 50 percent of the companies are planning to start updating their annual budget on a monthly basis and around two-third of the companies have adopted rolling budget for forecasting. But as per KPMG, a good forecasting can be only achieved if the company has a good performance management and reporting system (KPMG, 2009). It has been found that company puts a lot of time and effort to set their annual budget, but as soon as they are bought into action, the market condition changes and the budgets lose their importance. So keep the budget updated it has to be revised on monthly basis. Again such regular updating needs further managerial time which makes it more costly. Many experts suggest that budget can be only successful its results are achievable and measureable. Management should undertake stress testing and scenario analysis to find out economic risk and prevailing opportunities.
Conclusion
The concept of budget and budgeting has evidence regarding its origin in bible. Budget was first introduced in industrial organisations in 1920?s. With passage of time it developed as an integrated financial tool (Akintoye, 2008). The budget and budgeting technique has undergone constant change to fit the changing market condition. But in the present competitive world where market situations and the corporate strategies are changing at fast rate, budgets are losing their importance. Many a time the top management find themselves helpless (Diamond, 2006, p. 94-95).
The underling truth behind budget is whatever precaution does the management adopt, there will always be a gap between the actual and perception. While setting the budget for the future, management have to undertake historical data into consideration, but in the fast changing globalised world, no one can predict what will happen in near future. So the management have to decide where they should go for budget preparation or not. Before taking any vital decision, the company have to rethink what role does budget play in proper functioning of their organisation and then only they should decide that where they should quit the budget or they should stick to it. They should plan what changes be introduced in the budgeting technique that to make the process more reliable. So the question remains open that where budgets are suitable in 21 century or not.
Reference
Akintoye, R. I. 2008. Literature Review and Theoretical Framework. Budget and Budgetary Control for Improved Performance: A Consideration for Selected Food and Beverages Companies in Nigeria. [pdf]. Available at: http://www.eurojournals.com/ejefas_12_01.pdf [Accessed on November 03, 2009].
Center for Sustainability Management. 2001. Abstract. Suitability Of Budgeting In The 21st Century. [pdf]. Available at: http://www.leuphana.de/csm/content/nama/downloads/download_publikationen/05-4downloadversion.pdf [Accessed on November 03, 2009].
Colorado. No date. The Budget Cycle. Chapter 8 ? Budget Theory. [Online]. Available at: http://abs.colorado.edu/ABS_WEB/nonhtm/guide/ch08.doc [Accessed on November 03, 2009].
Co, R. January 7, 2006. Why Do I Need a Budget. Press Release. [Online]. Available at: http://express-press-release.net/21/Why%20Do%20I%20Need%20a%20Budget.php [Accessed on November 02, 2009].
Diamond, J. 2006. Budget system reform in emerging economies: the challenges and the reform agenda. International Monetary Fund.
Economy Watch. No date. Types of Budget. [Online]. Available at: http://www.economywatch.com/budget/types/ [Accessed on November 03, 2009].
Elizondo, A., Moraga, M., Watroba, S., Akchin, J. & Werosh, L. No date. Cash Flow Budget. Budget Formats. [pdf]. Available at: http://userwww.sfsu.edu/~aelizond/documents/Budget_Formats_presentation.pdf [Accessed on November 03, 2009].
Financial Management Development. No date. Budgetary Control And Variance Analysis. Management Reporting, Budgetary Control NO 213. [pdf]. Available at: http://www.financialmanagementdevelopment.com/Slides/handouts/213.pdf [Accessed on November 03, 2009].
Gilmour, B. J & Lewis, E. D. September/October 2006. Does Performance Budgeting Work? An Examination of the Office of Management and Budget?s PART Scores. Spotlight on Public Finance. [pdf]. Available at:
Gilmour
[Accessed on November 03, 2009].
Institute of Chartered Accountants. No date. Budgeting and Business Planning. Practical Advice for Business. Business Link. [Online]. Available at: http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=1074417241 [Accessed on November 02, 2009].
Investopedia. 2009. Budgeting Basics ? Introduction. [Online]. Available at: http://www.investopedia.com/university/budgeting/default.asp [Accessed on November 02, 2009].
Jensen, C. M. November 26, 2001. Why Corporate Budgeting Needs To Be Fixed. [Online]. Available at: http://hbswk.hbs.edu/item/2647.html [Accessed on November 03, 2009].
Journal of Accountancy. December 2001. Budget on a Roll. Harvard Business School. [Online]. Available at: http://www.journalofaccountancy.com/Issues/2001/Dec/BudgetsOnARoll.htm [Accessed on November 03, 2009].
Kirch, W. M. 2005. Abstract. Program BUDGETing: Six Keys to Success. Cy-Fair College. [pdf]. Available at: http://cas.bethel.edu/dept/comm/nfa/journal/vol23no1-12.pdf [Accessed on November 03, 2009].
KMPG. May 2009. Improved forecasting within the valuations process. [Online]. Available at: http://kpmg.com/Global/IssuesAndInsights/ArticlesAndPublications/Pages/Improved-forecasting-within-valuations-process.aspx [Accessed on November 03, 2009].
Lagace, M. April 14, 2003. Pay-for-Performance Doesn?t Always Pay Off. Working Knowledge. Harvard Business school. [Online]. Available at: http://hbswk.hbs.edu/item/3424.html [Accessed on November 03, 2009].
Lin, T. W. 1979. A Description Of Zero-Base Budgeting. Zero-Base Budgeting: An Analysis. Rutgers Accounting Web. [pdf]. Available at:[Accessed on November 03, 2009].
Media Willy. September 23, 2003. Chapter: 1, Budgets Are Like Diets_Everyone Cheats. [pdf]. Available at: http://media.wiley.com/product_data/excerpt/87/04714765/0471476587.pdf [Accessed on November 03, 2009].
National Center For Educational Statistics. 2009. Budgetary Approaches. Chapter 3: Budgeting. [Online]. Available at: http://nces.ed.gov/pubs2004/h2r2/ch_3.asp#top [Accessed on November 03, 2009].
National Food Service Management Institute. No date. Methods Used in Budgeting. Section 5: Budgeting. [pdf]. Available at: http://www.olemiss.edu/depts/nfsmi/Information/fmis/section_5.pdf [Accessed on November 03, 2009].
NetTOM. No date. Session 13: Cash Budget. Chapter: 7: Preparation of Forecast Financial Statements. [Online]. Available at: http://cbdd.wsu.edu/kewlcontent/cdoutput/TOM505/page22.htm [Accessed on November 03, 2009].
Purkey, C. 2009. What is a Budget?. Planning and Budgeting: What?s Your Strategy?. WACUBO Business Management Institute 2009. [ppt]. Available at: http://www.wacubo.org/bmi/Purkey_PowerPointPresentation-BW.ppt [Accessed on November 02, 2009].
The New York Time. May 20, 2007. Fraud trial begins against Lernout & Hauspie software firm. Business. [Online]. Available at: http://www.nytimes.com/2007/05/20/business/worldbusiness/20iht-lernoutb.4.5793790.html [Accessed on November 03, 2009].
Bibliography
Bentz , F. W. No date. Flexible Budgeting. [pdf]. Available at: http://fisher.osu.edu/~bentz_1/525/notes/Flexible.doc
Computron. No date. Budget Cycle Management: For improved budgetary control. [Online]. Available at: http://www.computronsoftware.com/pdf/budget_cycle_management.pdf
Evangelical Council for Financial Accountability. No date. Zero-Based Budgeting. Available at: http://www.ecfa.org/TopicDisplay.aspx?PageName=TopicZero-BasedBudget
Hofstede, H. G. 2003. The Game of Budget Control. Routledge.
Lerche , I & Paleologos, E.No date. Limiting Risk In Environmental Problems: Corporate Budget Constraints And Minimum Involvement. [pdf]. Available at: http://users.ipfw.edu/ISIORHO/G300Limiting%20Risk.pdf
Northern Arizona University. No date. Chapter 11 Program Budgeting and Resource Attainment. [Online]. Available at: http://www.prm.nau.edu/PRM275/program_promo_&_budget%20lesson.htm
Pasewark, R. W. No date. Budgeting. [pdf]. Available at: http://pasewark.ba.ttu.edu/ACCT%205301/M06%20Operational%20Budgeting.doc
Sun, J. & Lynch, D. T. 2008. Government Budget Forecasting: Theory and Practice. CRC Press.
oosthuizen great expectations jake owen oosthuizen louis double eagle bubba masters winner