Budgeting plays an important role on increasing efficiency of organizations. It helps determine targets and possible future chaos a head of time. A good budgeting plan can create motivation among workers and managers. There are different budgeting plans such as traditional and operational. In this paper, we analyze the effects of executing budgeting plan on governmental organizations. The proposed study of this paper designs a questionnaire consists of various questions and selects 94 people out of 125 financial managers who work for various governmental organizations in province of Zanjan, Iran. The results indicate that the operational budgeting could help provide better performance measurement of governmental organizations, it helps us provide a more precise cost of products and services, and it helps government allocate the necessary budget proportion to performance measurement. The results of our survey also indicate that operational budgeting redirect costs towards our objectives and make the overall budgeting crystal clear.
DOI: j.msl.2011.09.010 Keywords: Operating budgeting ,Accounting ,Governmental budgeting ,Performance measurement , How to cite this paper: Najafi, M & Ahmadkhani, A. (2012). The advantage of using operational budgeting on governmental organization.Management Science Letters, 2(1), 101-106.
References
Andrews, M., & Hill, H. (2003). The impact of traditional budgeting systems on the effectiveness of performance – based budgeting: a different viewpoint on recent findings. International Journal of public Administration, 26(2), 135 – 155.
Atkinson, A. A., Kaplan, R. S., Matsumura, E. M., & Young, S.M. (2011). Management Accounting: Information for Decision Making and Strategy Execution. 6th ed. Pearson Education, Inc. Fisher, P. (1999). Political explanations for the difficulties in congressional budgeting. The Social Science Journal, 36(1), 149-161. Foltin, C. (1999). State Local Government Performance it time to measure up. The Government Accountant Journal, 48(1), 40-46. Henry, L.J., & Attavitkamtorn, P. (1999). Governmental accounting and auditing in Thailand: an overview and some suggestions for improvement. The International Journal of Accounting, 34(3), 439-454. Joiner, C., & Drake, A. E. (1983). Governmental planning and budgeting with multiple objective models. Omega, 11(1), 57-66. Kendall, M. G. (1970). Rank Correlation Methods. 4th ed., London, Charles Griffin. Mace, R., & Brumby, J. (2005). Does performance Budgeting Work? An analytical review of the empirical literature, International Monetary Fund. Pendlebury, M., & Jones, R. (1985).Governmental budgeting as ex ante financial accounting: The United Kingdom case. Journal of Accounting and Public Policy, 4(4), 301-316. Pérez, C.C., Hernández, A.M.L., Bolívar, M.P.R. (2005).Citizens’ access to on-line governmental financial information: Practices in the European Union countries. Government Information Quarterly, 22(2), 258-276. Verbeeten, F.H.M. (2011). Public sector cost management practices in The Netherlands. International Journal of Public Sector Management, 24(6), 492-506. Weygandt, J.J., Kimmel, P.D., & Kieso, D. E. (2009). Managerial Accounting: Tools for Business Decision Making. Wiley. |
® 2013 GrowingScience.Com