Advantages
of Participative Budget
Under this technique the lower management effectively
participates in the budget preparation process and mainly their recommendation
is incorporated in the budget. The participative technique of budget
preparation is suitable in relatively medium scale organization.
1. Commitment
The
first advantage of participative budget is improvement in management
commitment. Managers will shoe more commitment to achieve the target set by
them. The participation will act as motivating factor for the junior management
and it will have a positive impact on the performance of the junior management.
2. Improved
Communication
The
second advantage of participative budget is improved communication within
organization. This method will improve bottom to up communication.
3. Problem Identification
The
third advantage of participative budget is problem identification to top
management. This will help top management to understand the problem at lower
level.
4. Potential Identification
The
fourth advantages of participative budget are potential identification of lower
management to top management. Such identification will play important role in
the career development of the lower management. Such identification will also
help organization for effective utilization of talent.
5. Confidence Improvement
The
fifth advantage of participative budget is confidence improvement of lower
management. This method will improve the confidence of the lower management and
give him a motivation to work harder for achieving the organization objective.
This technique will also have positive psychological effects on the junior
management.
6. Accurate
Budgeting
The
sixth advantage of participative budget is to bring more accuracy in budget
preparation. Lower manager can project the figures more accurately because they
are more related to operations and they have more detail knowledge of
operations. They will prepare a budget after considering all the relevant facts
and figures. Therefore the budget would be more appropriate.
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