Budgeting Development Processes – Article Example
Article: Budgeting Development Processes A control-orientated budget usually looks at the expenses of a given program, as wellas how budgeted resources are utilized by the manager. Such type of a budget focuses on items purchased in the present fiscal year comprising of wages and salaries, supplies, fringe benefits, travel equipments as well as travel expenses. Thus when services are performed via contractual arrangements, the contract’s term, deliverables as well as detailed expenses are carefully explored. Cost analysis is an aspect of good program budgeting as well as accounting practices which permit managers to establish the real cost of providing a particular unit of service. Thus at the very ambitious stage, well-publicized cost benefit research of early intervention programs have claimed to indicate significant long-term social gains for the public as well as participants. Cost analyzes can offer estimates of what a program’s benefits and costs are most likely to be, before implementation is done. Cost analyses may also enhance understanding of program functioning, and inform what stages of intervention are mainly cost-effective. Finally cost analyzes may also disclose unexpected costs (John, 1993).
Business planning entails a systematic as well as formalized technique to achieving the coordinating, planning as well as control duties of management. Effective planning facilitates management to craft entirely its own future, at least to some extent, rather than just reacting to external occurrences devoid of a coherent rousing force for most corporate actions. The management in most cases sets goals and maps out a course of action to enable them to be proactive instead of reactive to the dynamics of surrounding business environment. Thus the assumption is always that through its constant guidance management can improve the future condition of the business. Thus a budgeter who is management-oriented deals with the efficiency of program service delivery procedures, as well as the manner skilled employees are organized and used to offer those services (Ronald, 2004).
John, S. (1993). Strategic Cost Management:The New Tool for Competitive Advantage. New York;: Free Press.
Ronald, S. (2004). Startagic Planningfor Pulblic Relations. New York;NY: Routledge.