BUDGETING AND PRICING AT THE ENTERPRISE

The article is devoted to the research analysis of the current patterns of development of the budgeting and planning system at the enterprise. One of the effective methods of enterprise management is budgeting, as an integral part of planning. The paper analyzed budgeting, a process that exists in almost every enterprise. The budgeting process is structured and the aspects involved in this system are identified. In conclusion, it was concluded that the main goal of a modern enterprise is not only profit generation, but also sustainable development. Correct management decisions, which should be based on budgeting and pricing, can enhance these processes

Implementing Islamic principles and values in public budgeting: a battle of mindset

Purpose This paper aims to analyse the implementation of Islamic principles and values within the budgetary management of one of Indonesia’s local governments, that of Aceh provincial government. The authors investigate the extent of Islamic teachings in Aceh’s public budgeting to gain an understanding of the challenges in implementing such ideas in practice. Design/methodology/approach To investigate these issues, the authors used a qualitative interpretive approach in this study, gathering written materials related to the budgeting process and conducting 19 interviews with local government officials, politicians, scholars and a corruption watchdog. Data was manually coded and thematically analysed. Findings In this study, the authors find that the budgetary management problems Aceh provincial government faces (including poor resource allocation, budget delays and poor accountability and transparency) indicate unsatisfactory performance in incorporating Islamic principles and values into government. The authors argue that a key challenge to a more complete implementation is that the Acehnese’ perspectives of Sharī’ah and its enactment remain limited to particular aspects, such as criminal law, rituals and symbols, and are not extended to wider governance and budgetary practices. Practical implications The findings are likely to be of interest to policymakers and those who hold them to account, in a region/country where Islamic values and principles largely influence the government and social affairs. They indicate that a broader conception of Sharī’ah would facilitate a more thorough implementation of Islamic principles and values within public budgeting. Originality/value This study is one of a handful of studies exploring Islamic public budgeting, with its originality lying in the investigation of the challenges faced in implementing Islamic principles in government budgeting.

Construction of a Multiplicative Model for Calculating the Volume of Production of Finished Products of a Mining Enterprise

The article is devoted to the issues of planning and budgeting of mining enterprises. External conditions (mining and geological, mining engineering, weather) have a significant impact on the volume of production of finished products and the amount of conditionally variable expenses of a mining enterprise. A different combination of these conditions during a calendar year leads to a change in the volume of production of finished products per unit of time, which creates uncertainty and complicates the planning and budgeting process. The paper proposes a method for calculating the planned volume of production of finished products, taking into account various external conditions, the limitations (limits) that should be taken into account when calculating the volume of production are disclosed. The methodology is developed taking into account the peculiarities of the technological process of production of finished products (fractional crushed stone) of a mining enterprise. Methodological tools of the research: analysis of statistical data on the industry and individual mining enterprises, analysis of the practical activities of mining enterprises. The factors that have a significant impact on the volume of production of finished products in the mining industry are considered. A three-factor multiplicative model is constructed that allows taking into account the influence of mining, geological, mining and weather conditions on the volume of production of finished products of a mining enterprise.

A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality. The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it. These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff. The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency. Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts. Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs. The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality. The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it. These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff. The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency. Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts. Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs. The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

Corrigendum: Examining the implications of classical budget theories in the local government budgeting process: Union councils in Bangladesh

No abstract available.

Evaluation of E-Budgeting Implementation in Planning Budget in Maros Regency

Several Regional Governments then implemented E-Budgeting in the preparation of the budget. One region that has implemented E-Budgeting in preparing regional budgets is Maros Regency. The research in this paper was conducted by reviewing literature, articles and using secondary data with documentation from observations via the internet. The data was obtained by monitoring the government website and the application used by the Maros Regency Government in conducting the E-Budgeting process and then conducting a descriptive qualitative analysis. The results of the study show that evaluation of the implementation of the E-Budgeting System in Budgeting in Maros Regency can be stated that at this time the electronic-based budgeting system has been implemented well but has not been fully optimal in achieving the results and benefits, this can be seen in 6 (six) criteria in the evaluation, namely effectiveness, efficiency, adequacy, equity, and responsiveness.

Do non-financial performance and accrual-based cost information affect public sector budgeting?

PurposeThis study aims to provide evidence of how budget officers use non-financial and accrual-based cost information in the budgeting process and how the usage of this information is influenced by financial constraints.Design/methodology/approachA randomized survey-based field experiment investigating budget officers in 546 Japanese local governments (LGs) was conducted. This allowed us to identify the budget officers' decision-making in the public sector budgeting process by creating and analyzing primary data with regression models.FindingsWe found that budget officers suppress budget amounts based on non-financial information of good performances. Under fiscal constraints, officers further reduce budget amounts using information on high accrual-based costs and poor non-financial performance.Originality/valueOur survey-based field experiment allowed us to obtain primary data from officers making budget decisions. To the best of our knowledge, this study provides the first evidence that non-financial good and poor performance information and accrual-based cost information affect budget officers' decision-making under financial constrain.

The Influence of Budget Process, Internal Control, Organizational Characteristics on the Performance of Church Organizations in Indonesia

The budgeting process, Internal Control and organizational characteristics are important. The research findings are expected the budgeting process, the internal control and organizational characteristics. Purpose of research aim to know the effect a Budgeting Process, Internal Control, Organizational Characteristics on Church Organizational Performance. This research a survey explanatory research design were 236 respondents who were church operational in Medan, North Sumatra Province, Indonesia. The data use is primary and analyzed using the Structural Equation Modeling analysis test. This type of research is quantitative. The results show that there is no influence of budgeting process indicators and organizational characteristics on performance.