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1.
预算管理作为现代企业管理的一种有效工具已被商业银行普遍采用。但是经营环境的多变和竞争的日益激烈,传统预算管理的缺乏适应性、耗时费力、预算各职能部门之间相互博弈等诸多缺陷日渐显瑰。欧洲的实务工作者提出了“超越预算”这一新的控制方式,通过适应性的管理流程,跳出传统预算过于僵化的怪圈,取得了显著成效。  相似文献   

2.
近年来理论界和实务界对预算提出了许多批评,出现了抛弃预算的观点。事实上,这与理论界和实务界对预算的功能认识不清,对预算寄予过高和过多的期望,使预算难负重荷有一定关系。只有对预算功能进行准确定位,对预算管理中出现的实践难题进行全面梳理,确定其关键管理功能,使预算管理目标明确,才有利于其管理功能的正常发挥。  相似文献   

3.
周东红 《中国外资》2014,(2):102-102,104
在信息经济时代迅速发展的情况下,传统预算管理在现代企业发展中出现的弊端,使得超越预算这一新型管理模式应运而生。本文针对超越预算较传统预算凸显的优势,谈谈超越预算在我国企业实施所面临的一系列挑战,以及其对我国预算管理改革的指引。  相似文献   

4.
中国的房地产企业,经过“黄金十年”,在政策宏观调控下,利润空间被挤压得越来越小,急需引入先进的管理理念和方法实现企业利润最大化,全面预算管理正是迎合了这一需求,被房地产企业所广泛接受.本文从实务角度,详细分析了现阶段房地产企业全面预算管理中存在的问题;并在此基础上针对性地提出了相应的解决对策,以求提升房地产企业的预算管理水平.  相似文献   

5.
传统的企业预算管理模式已经不能适应新的经济形势的需要,短期和固定的绩效激励与评估方法不能符合企业价值创造和战略管理的要求,愈演愈烈的市场竞争和变化的企业环境呼唤新的预算管理模式,超越预算管理应运而生。作为一种全新的预算管理理念,超越预算管理已经被我国大多数企业接受。本文介绍了超越预算管理的基本概念,分析了我国企业应用超越预算管理存在的问题以及如何去解决这些问题。  相似文献   

6.
中国企业预算管理现状的判断及其评价   总被引:89,自引:6,他引:89  
本文是关于中国企业预算管理现状的调查报告。调查主要针对五方面问题进行 ,即企业对预算管理科学性的评价、预算编制工作的组织情况、预算编制的种类及方法、预算控制情况和预算调整情况。结果显示 ,大多数企业都认识到了实施预算管理的重要性 ,但企业预算管理尚存在一些认识与实务的盲区 ,在其科学性与合理性方面也有待改进。企业对于预算管理认识不够全面 ,对于预算执行的跟踪调查、预算调整、预算激励作用 ,以及在全过程中权限的划分与制衡未给予应有的重视 ,这些都是在今后的预算管理中有待改善的方面。  相似文献   

7.
企业全面预算管理是预算管理的最高形式,是预算管理的进一步延伸,实施战略目标管理的重要手段。文章通过分析预算管理在我国企业中存在的问题,在认识上和实务上对完善企业全面预算管理进行了思考。  相似文献   

8.
随着我国改革开放的不断深入,企业面对着巨大的发展空间,同时也面临着企业经营过程中不确定性因素的不断增加,因此要有足够的实力更要有足够的准备才能在经济大潮流中成长壮大起来,而从我国目前的情况来看,无论是内部控制与预算管理的理念还是企业内部控制与预算管理实务水平,都与国际标准存在重大差距,因此,加强对内部控制与预算管理实务方面的研究具有极其重要的现实意义。本文对企业内部控制与预算管理进行了初步探讨。  相似文献   

9.
企业以盈利为目的,给投资带来最大的利润是每个经营的天职,而预算是对企业的生产、运营、人事、管理、建设投资等进行控制的最简捷也是最有效的方式。在经济发达的国家中,几乎所有的企业都有自己的预算管理体系和未来几年的现金流量预测,很多公司甚至直接将预算作为企业管理的工具和业绩考评的依据。“全球最佳实务数据库”(GlobalBestPractice)中对预算做出了以下定义:“预算是一种系统的方法,用来分配企业的财务、实物及人力等资源,以实现企业既定的战略目标。企业可以通过预算来监控战略目标的实施进度,有助于控制开支,并预测企业的现金流量与利润。”  相似文献   

10.
戴坚坚 《会计师》2019,(11):16-17
全面预算管理是企业战略执行的桥梁和落地的工具。中小外贸企业往往陷入业务单一、规模小、无需进行全面预算管理的误区。本文通过对全面预算管理的解读、实务运用及成效分析,阐述了在中小外贸企业中实施全面预算管理的作用及意义。  相似文献   

11.
新绩效预算理论在高校预算中的运用   总被引:1,自引:0,他引:1  
传统的绩效预算强调预算支出所导致的产出,新绩效预算则关注支出的最终结果。高校预算管理工作应以目标管理和部门预算为支柱,以畅通的信息传导与反馈渠道为保障,以协调发展的内生制度与外生制度为条件,构建效益分析框架和绩效预算管理的运行模式。  相似文献   

12.
论预算管理体系的改进   总被引:7,自引:0,他引:7  
预算管理是企业内部控制系统的重要构成部分,但现实中的预算管理体系存在着许多不足之处.本文指出预算管理的功能应当是进行资源配置与信息沟通、预算目标应当与企业战略规划互动并且是现实的、预算管理流程应当主要包括预算的形成、预算调控与修订、预算报告等方面的内容.  相似文献   

13.
A case study of budgetary behaviour over three years revealed behaviour characterised by a confrontation between central and local actors during the first years of stagnating income. During the following year, this confrontation changed into disillusionment with the “unrealistic” expenditure limits. The general level of inflation also contributed to a refusal by the actors to take responsibility for the budget. In the final year mistrust of the whole budgeting procedure changed the focus of attention to a reorganization of the budgeting procedure. Budgeting was again fairly undramatic, but the procedural change did nothing to solve the underlying financial problems which the actors were in the process of discovering when the case study ended. Although Wildavsky's (1975) framework was found useful in explaining the observed behaviour, the context of the budgetary process was also found to be of critical importance.  相似文献   

14.
This paper explores how change in the design principles of management control systems (MCSs) based on implementing the beyond budgeting (BB) ideas has influenced the transition of decision-makers from “comfort” to “stretch” zones and how this transition changed the supply of and demand for managerial information. This paper's starting point is based on the research evidence showing that there are many organizational problems associated with using budgets. Thus, this paper puts forth a previously neglected research context of companies that claim to have abandoned budgeting. In two cases, we illustrate how changes in the design of the MCS can create new management practices based on new ideas of information needed for decision-making. In particular, this paper illustrates how the use of new information provided by the MCS design, which is based on new principles, move decision-makers into the “stretch zone” characterized by new characteristics of decision-makers’ mindset and behavior. We also demonstrate how unbundling target setting, forecasting, and dynamic resource allocation enables better forward-looking and strategy-oriented decisions in situations requiring negotiation and learning.  相似文献   

15.
Traditional approaches to management control usually fail for public and not-for-profit activities.1 The type of control applicable to such activities depends on four criteria: are objectives unambiguous, outputs measurable, effects of interventions known, and is the activity repetitive? Depending on where activities stand with regard to these criteria, the control applicable corresponds to one of six different types: routine, expert, trial-and-error, intuitive, judgemental, or political control. The first three types can be represented by cybernetic models; the other three ask for more complex and less deterministic models. For these, a “political” and a “garbage-can” model are described. Key elements in the latter models are the values and the culture of the actors. As an example, the topology for management control is applied to the area of budgeting, covering regular budgeting as well as such techniques as PPBS, MBO, and ZBB and distinguishing between investment budgets, operations budgets for input centers, and operations budgets for input-output centers. Coming back to management control in general, the paper discusses the consequences of choosing the wrong model for a given management control situation: it distinguishes between “Type I” and “Type II” errors. It finally relates management control to organizational adaptation and suggests how to avoid control systems which prevent an organizational system from learning.  相似文献   

16.
Budgeting practice in Victorian local government has been criticised by the ICAA, which has developed a standardised budgeting model. The Victorian government has prescribed standardised financial and budget reporting following a decade of reform in the public sector. This paper examines whether the criticism of local government budgeting is valid, and whether standardised models are appropriate, particularly in the context of ambiguous outcomes and lack of input-output relationships, criticism of the adoption of accrual accounting in the public sector, and a focus on the implementation of a flexible best-value regime designed to suit local conditions.  相似文献   

17.
ABSTRACT

The South Korean government has been reforming its public expenditure management system since 2004. During this time, South Korea adopted new budgeting processes (for example mid-term expenditure framework, top-down budgeting, performance-based budgeting) and developed a new integrated financial information management system. In the course of implementing these reforms, South Korea has important insights and lessons to share with developing countries.  相似文献   

18.
The classic approach to capital budgeting based on the standard Capital Asset Pricing Model (CAPM) says that the hurdle rate (or cost of capital) for any new project or investment should depend only on the riskiness of that investment. Thus, the hurdle rate, and hence the expected value of the investment, should not be affected by the financial policy of the company evaluating the project. Nor should the hurdle rate be influenced by the company's risk management policy, or by the kind of assets it already has on the balance sheet. This article argues that such a “singlefactor” model may be inappropriate for banks and other financial institutions for two main reasons:
  • ? it is especially costly for banks to raise new external funds on short notice;
  • ? it is costly for banks to hold a buffer stock of equity capital on the balance sheet, even if this equity is accumulated over time through retained earnings.
The single-factor CAPM ignores such costs and, in so doing, understates the true economic costs of “illiquid” bank investments. Illiquid investments require special treatment because they impose risks that, although “diversifiable” by shareholders, cannot be readily hedged by the bank and therefore require it to hold more equity capital. The authors accordingly propose a “two-factor” model for capital budgeting— one in which banks' investment decisions are linked to their capital structure and risk management decisions. One of the key implications of the two-factor model is that a bank should evaluate new investments according to both their correlation with the market portfolio and their correlation with the bank's existing portfolio of unhedgeable risks. The authors describe several potential applications of their model, including the evaluation of proprietary trading operations and the pricing of unhedgeable derivatives positions. They also compare their approach to the RAROC methodology that has been adopted by a number of banks.  相似文献   

19.
我国政府会计模式构建过程中主体界定问题初探   总被引:6,自引:0,他引:6  
我国政府会计体系改革的起步相对较晚,有些方面滞后于财政预算管理体制的改革,而且与国际惯例之间也存在着一定的差距,因此适应我国经济体制和财政体制改革的需要。特别是适应我国加入WTO的新形势,积极推进政府会计体系的改革,将是我国下一步会计改革的重要内容。在这个过程中,我们认为首先应当思考这样一个问题,即未来政府会计体系的界限应当在哪里划定?或者说,究竟什么样的经济主体属于“政府”,应当纳入到未来的政府会计体系中?本文在借鉴GASB成功经验的基础上从“组织性质”和“资金来源与用途”两个角度提出了“双主体”模式的初步设想。  相似文献   

20.
新绩效预算   总被引:17,自引:1,他引:17  
本文介绍了西方国家最近实行的新绩效预算改革,包括新绩效预算的主要特征、优点以及作为新绩效预算核心的绩效合同,在此基础上,探讨了新绩效预算对于中国预算改革的借鉴意义以及如何借鉴的问题.  相似文献   

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