High decentralization of management in strategic budget cration - case study based on manufacturing company
Michał Chalastra , Anna Siemionek , Roman Kotapski
AbstractIn Poland it is often assumed that modern strategic budgeting systems are used mainly by large international companies. Small businesses do not use these tools. If smaller companies use strategic planning tools they do not meet today's standards of good practices and they often has a descriptive form. Strategic planning systems include general guidelines for future activities. Strategic budgets present data in long-term perspective. They are presented only in accordance with synthetic form of obligatory financial statements. Therefore there is no precise set of objectives, actions and budgetary means. Another disadvatage of strategic planning is high centralization of operations. Strategic planning is carried out by employees from higher levels of management. Other employees are responsible for the implementation of operating budgets only. To sum up, it is worth considering whether modern rules for creating strategic budgets are applicable to smaller companies.
|Publication size in sheets||1|
|Book||Slavíčková Pavla (eds.): Knowledge for market use 2017: People in economics - decisions, behavior and normative models : international scientific conference proceedings, 2017, Palacký University, ISBN 978-80-244-5233-3, 1179 p.|
|Keywords in English||strategic budgeting, good practices of budgeting, high decentralization|
|Score|| = 15.0, BookChapterMatConfByIndicator|
= 15.0, BookChapterMatConfByIndicator
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