第二學期ma期末考3傳統的預算是增量

Lecture9BudgetingandBeyond

approachisthatthemajorityofexpenditure,whichisassociatedwithtebaselevel’ofactivity,戰(zhàn)略計劃的步驟4預算的目的purposesofbudgets6Budgeting定義Theimplementationofthelong-termnfortheyearaheadthroughthedevelopmentofdetailedfinancialns.Budget定義Afinancialnforimplementingmanagement傳統的預算是量預算incrementalbudgets4點（是backwards不是forwards）IncrementalbudgetingAnapproachtobudgetinginwhichexistingoperationsandthecurrentbudgetedallowanceforexistingactivitiesaretakenasthestartingpointforpreparingthenextannualbudgetandarethenadjustedforanticipatedchanges.Describethelimitationsofincremental（增量會計的局限性）（考點WithincrementalbudgetingindirectcostsandsupportactivitiesarepreparedonanincrementalIncrementalbudgets增量預算定義：Thismeansthatexistingoperationsandthecurrentbudgetedallowanceforexistingactivitiesaretakenasthestartingpointforpreparingthenextannualbudget.Thebaseisthenadjustedforchanges(suchaschangesinproductmix,volumesandprices)whichareexpectedtooccurduringthenewbudgetperiod.Whenthisapproachisadoptedtheconcernismainlywiththeincrementinoperationsorexpenditurethatwilloccurduringthe ingbudgetperiod.缺點：Themajordisadvantageofthe

unchanged.Thus,pastinefficienciesandwasteinherentinthecurrentwayofngthingsare傳統預算的缺點（重點）8TimeDisconnectedfromConstrainConcentrateoncostreductionnotvalueEncouragegamingandperverseDevelopedandupdatedtooBasedonunsupportedassumptionsand2個發(fā)展（ABBBB定義要會Focusonimprovingbudgeting’ssupportofoperationalnningBB（Beyonddecentralisetheorganisation（分權）rolling(滾動)BB的定義Beyondbudgetingisatermusedtodescribealternativeapproaches,suchasrollingforecaststhatcanbeusedinsteadofannualbudgeting.ABB定義Activity-basedbudgeting(ABB)Anapproachtobudgetingthattakescostobjectsasthestartingpointdeterminesthenecessaryactivitiesandthenestimatestheresourcesthatarerequiredforthebudgetperiod.Describeactivity-basedDescribeactivity-basedbudgeting.（考點傳統預算（成本與產量掛鉤Withconventionalbudgetingthebudgetedexpensesforthe ingbudgetforsupportactivitiesarenormallybasedonthepreviousyear’sbudgetplusanadjustmentforinflation.SupportcostsarethereforeconsideredtobeinrelationtoactivityABB：到底要多少的資源,取決于要多少產量和銷售量（銷output生產produce采購Activity-basedbudgeting(ABB)aimstomanagecostsmoreeffectivelybyauthorizingthesupplyofonlythoseresourcesthatareneededtoperformactivitiesrequiredtomeetthebudgetedproductionandsalesvolume.andthenusesactivitycostdriverstoassignactivitycoststocostobjects(suchasproducts,servicesorcustomers)ABBisthereverseofthisprocess.Costobjectsarethestartingpoint.Theirbudgetedoutputdeterminesthenecessaryactivitieswhicharethenusedtoestimatetheresourcesthatarerequiredforthebudgetperiod.（output決定necessaryactivities評估要的ABBinvolvesthefollowingestimatetheproductionandsalesvolumebyindividualproductsandcustomers;（確定銷售量（活動量，生產量determinetheresourcesthatarerequiredtoperformorganizationalactivities;（要的原料）estimateforeachresourcethetythatmustbedtomeetthedemand;and（量）takeactiontoadjustthecapacityofresourcestomatchtheprojectedsupply.（調整生產能力）PracticeDevelopmentsinBudgeting:AnOverviewandResearchHansenOtleyandVanderStede第一部分：傳統預算有局限（3個大方面

（尤其是在快速變化的環(huán)境中rapidlychangingenvironments(WallenderClaims1（time-consuming）,4（addlittle（encouragegamingandperversebehaviors）,and（basedonunsupportedassumptionsandguesswork）relatetotherecurringcriticismthatbythetimebudgetsareused,theirassumptionsaretypicallyoutdated,reducingthevalueofthebudgetingprocess.verticalcommand-and-control）8（encouragegaming）與另Claims2,3,5,6,and8relatetoanothercommoncriticismthatbudgetarycontrolsimposeaverticalcommand-and-controlstructure,centralizedecisionmaking,stifleinitiative,andfocusoncostreductionsratherthanvaluecreation.或價值連鎖酒店忠誠或價值連鎖酒店忠誠 組織設計和阻 員工最好的 。Finally,claims7,11,and12reflectorganizationalandpeople-relatedbudgetingissues.Thecriticsarguethatvertical,command-and-control,responsibilitycenter-focusedbudgetarycontrolsarepatiblewithflat,network,orvaluechain-basedorganizationaldesignsandimpedeempoweredemployeesfrommakingthebestdecisions(Hopeand絕絕大多 企業(yè)保留一個正式的預算流程(97%的受訪ItseemsoddthatthevastmajorityofU.S.firmsretainaformalbudgetingprocess(97percentoftherespondentsinUmapathy預算可能留存在大多數公司的一個原因是因為他們是如此根蒂固蒂固的 的織物(Scapens 1993)Onereasonthatbudgetsmayberetainedinmostfirmsisbecausetheyaresodeeplyingrainedinanorganization’sfabric(ScapensandRoberts1993). etal.2001年,9)‘‘Theyremainacentrallycoordinatedactivity(oftentheonlyone)withinthebusiness’’(Neelyetal.2001,9) 發(fā)現,雖然25%是保留傳統預算系統,61%正在積極升級他們的系統,14%要么是放棄預算或至 (沃林However,amorerecentsurveyofFinnishfirmsfoundthatalthough25percentareretainingtheirtraditionalbudgetingsystem,61percentareactivelyupgradingtheirsystem,and14percentareeitherabandoningbudgetsoratleastconsideringit(EkholmandWallin2000). 另一個擁護放棄預算題Oneapproachadvocatesimprovingthebudgetingprocessandprimarilyfocusesonthenningproblemswithbudgeting.Theotheradvocatesabandoningthebudgetandprimarily先講述使用ABB的更溫和的方法來提高預算,然后描述BB的更WefirstdiscusstheABB’smoremoderateapproachtoimprovethebudgetandthendescribetheBB’smoredrasticapproachtoabandonthebudget.TheActivity-BasedBudgeting第一階段,操作循環(huán),基于activity-based將對產品和服務需求轉化為activityrequirements，然后將activityrequirements轉化為Stage1,theoperationalloop,usesactivity-basedconceptstoconverttheestimateddemandforproductsandservicesintoactivityrequirementsusingactivityconsumptionrates,andthentranslatesactivityrequirementsintoresourcerequirementsusingresourceconsumptionrates.activityandresourceconsumptionresourceresourceproduct/servicedemand

Stage2,thefinancialloop,developsafinancialnbasedontheoperationaln.ABB的優(yōu)點（四個首先,平衡了operationalrequirements,避免了不可行計劃計算造成的浪費。發(fā)現了瓶頸。First,byfirstbalancingoperationalrequirements,theABB-approachavoidsunnecessarycalculationsofthefinancialeffectofoperationallyinfeasiblens.Ithighlightsthesourcesofimbalances,inefficiencies,andprovidesarichersetoftoolsforbalancingThird,lower-levelmanagersandemployeescanmoreeasilyunderstandandcommunicatebudgetinginformationinoperationalratherthanfinancialterms.reinacuttingacrossdepartmentalborders,incontrasttotraditionalbudgeting’sverticalorientation.護放棄預算，主要關注在績效評估問題。第二步根據其預算過程的一個完整的重建在更復雜的基礎上, 最激進的從根本上改變放棄傳統的預算控制和分散的組織,推Amongtheproposalsforimprovement,smallerchangestweaktheprocessslightly,suchasupdatingnsmorefrequentlybyusingrollingbudgets.Asomewhatlargerchangeinvolvesusingrelativeperformancestandardsratherthanfixedbudgetstandardstoevaluateandprovideincentives,asinthefirststageoftheBB-Thenextstepinvolvesacompleterebuildingofthebudgetingprocessonamoresophisticatedbasis,possiblyusinganactivity-basedbudgetingmethodologyasproposedbytheABB-group.Themostradicalchangeistoabandontraditionalbudgetarycontrolsandradicallydecentralizetheorganization,as mendedinthesecondstageoftheBudgeting*anunnecessaryevilWallander1999以銀行為例銀行一直在業(yè)內表現突出即使是但似乎放棄預算,這是一個重要組成部分的變化,Atthattimeitwasnotcommonpractice但似乎放棄預算,這是一個重要組成部分的變化,

Asamatteroffactitsperformancehasbeenvery新新政策的重要組成部分也 利潤共享系統為工Animportantpartofthenewwasalsotoinstituteaprofitsharingsystemfortheemployees.另一方面,在90金金 從一開始的新政策的銀行有一 能力高于平均Fromthestartofthenewthebankhashadaprofitabilitythathasbeenhigherthan從一開始的新政策的銀行有一 能力高于平均瑞典銀行瑞典銀行 所上市Ontheotherhand,duringtheninetiestherewaslowornoinflationandtheeconomywashitbyamajorfinancialcrisiswhichcausedgreatlossesinthebanks.所有這些不同的情況下Handelsbanken商業(yè)銀行因此表UnderalltheseverydifferentcircumstancesHandelsbankenhasthusfaredverywell.Handelsbankenwasapioneerinthefield,however,andwasdeeplyinvolvedinlong-termnningandhadstartedtoinstallasophisticatedbudgetingsystem.ThatworkwasstoppedandsincethentherehasbeennobudgetingatSvenskaHandelsbanken.Theproofofthepuddingisintheeating事實勝于雄辯的

Butitseemsthatabandoningbudgeting,whichwasanessentialpartofthechanges,hadnoadverseeffectontheperformanceofthebankcomparedtotheotherbanks,whichallinstalledbudgetingsystemsduringtheperiod.第二部分對于預算的態(tài)度（認為要放棄budget但是遭InthebookItriedysewhyInthebookItriedtotheideaofabandoningbudgetingandtryingalternativesteeringandcontrolsystems.在書中我試圖分析為什么人們對用新的指導和控制系統代替放棄預算放棄預算有如 Butbefore ngsoletusseehowthebankhasfaredascomparedtotheothercommercialbanksinSweden.

Togivethis anameIcalleditthe“budgetbureaucraticcomplex''.可能會受損,如果預算系統是放棄了1）Thiscomplexismadeupofallthosewithinthecompanieswhofeelthattheirpositionandtheirworkiscoupledtothebudgetsystemandthattheirjobandtheirpositionmightbeimpairedifthebudgetsystemisabandoned.Tothecomplexalsobelongalltheprofessors,managementconsultantsandotherexpertswhowritebooks,lecture,organizeconferences,etc.,aboutbudgetinganditstechnicalcomplications.Tothiscomplexalsobelongstheboardofdirectors.ItgivesthemanicefeelingofpowertohavetomakeadecisionuponthebudgetpresentedbytheCEO.Thatissomethingtheydonotwanttogiveup.為什么要放棄budgeting（兩種假設（主要是因為一旦適應了預算很有可能會忽略超出預算的因為很多事情是沒有驗的無法預測時候預算的存在只會你更好的適新的變化）ThefirsttypeIcall:Sameweathertomorrowas

長時間之后這里會有一個斷裂，發(fā)現之前的預測是錯誤的Fromtimetotimetherewillbeabreakinthecurvesandtheforecastwillprovewrong.Thesecondtypeisasituationwhereyoufeelstronglythatwhatyouareexperiencingissomethingabnormal.Youwillthenmaketheassumptionthattherewillbeareturntoabnormal'在些況你假將證是確的在他況,會將有個正突或線水平將發(fā)的情你經驗或似的 是目為,已沒有 瑞銀的財 Insomecasesyourassumptionwillproveright.Inothercasesitwillnot.Therewillbearealbreakorthecurveswillnotlevelout.Somethingwillhappenofwhichyouhavenopreviousexperience,orthesimilareventliessofarbackthatyouhavenomemoryofit.ThefinancialcrisisintheSwedishbanksinthe1990swasofthattype.InmybookIhavegivenalotofSwedishexamplestoprovemypointthatwecannotforeseethebreaksinthecurves,andthatwhentheydohappenunderestimatethem.這意味著你已經觀察到您所這意味著你已經觀察到您所 的變量已經穩(wěn)步上升或下Thismeansyouhaveobservedthevariablesthatyouareinterestedinhavebeensteadilyrisingordecliningorhavehadaregularcyclicaldevelopment.Youwillnowassumethatthisbehaviorwillcontinueintothe

Therearethusmanyreasonswhybudgetingwillnothelpyoutoforeseethebreaksinthecurves,somethingthatwouldbeextremelyvaluable.Rather,thebudgetwillactuallyrathermakeitmoredifficulttoadjusttothesebreakswhentheymaterialize.如果你相信它如果你相信它,你會 傾向于把曲線偏離你的預算看成然然 Inmanycasesaforecastbasedonthistypeofassumptionturnsoutverywellasthereisahighdegreeofstabilityinmanyeconomicvariablesforlongperiods.

AndifyoubelieveinityouwillhaveastrongtendencytolookupondeviationsfromyourbudgetcurvesasaccidentalThereisthusariskthatthebudgetwillnothelpyouto是“破 ,2001),“過去的事”(Gurton,1999),或者一個“不必預算也因此證明基本正確,那么它將是老生常談,也將 的是“破 ,2001),“過去的事”(Gurton,1999),或者一個“不必預算也因此證明基本正確,那么它將是老生常談,也將 的惡”( Abudgetwillthuseitherproveroughlyright,andthenitwillbetrite,oritwillbedisastrouslywrong,inwhichitwillbedangerous.Myconclusionisthus:Scrapit!traditionalbudgetingasanoutmodedwayofcontrollingandsteeringa. Itisdangerousbecauseifyoubelieveinyourbudgetitmighthinderyoufromadaptingtonewsituations.Ifyoudonotbelieveinit,thereisnopointinmakingit.Moderncompaniesalreadyhavemyriadsofoperational,financialandphysicalmeasures.問題是選擇一個工具這個工具現在流行的“平衡計分卡的概念是一個有用的工具來幫助你澄Theproblemistochoosealimitednumberofthem*thosemeasureswhichreallyshowifthe anditsdifferentunitsareontherighttrackornot.Thenowpopularconceptofthe&&balancedscorecard''isausefultooltohelpyouclarifyyourthinking.Beyondbudgetingorbudgetingreconsidered?AsurveyofNorth-AmericanbudgetingpracticeLibbyandLindsay2010有很多人傳統的預算歷來扮演中心舞臺在大多數組織的系統管理控制Thebudgethashistoricallyyedcenterstageinmost

However,recentlyithasbeenthesubjectofconsiderablecriticism(Hansenetal.,2003).Budgetinghasbeendeemed“broken”(Jensen,2001),“athingofthepast”(Gurton,1999),oran“unnecessaryevil”(Wallander,1999).歐歐洲 也越來越多不滿組織的預算系統的報告,.,Europeansurveysalsoreportagrowingdissatisfactionamongorganizationswiththeirbudgetingsystems(Neelyetal.,2003;EckholmandWallin,2000).對傳統預算被認為最有力的希望和(2003b)作為預算ThecaseagainsttraditionalbudgetinghasbeenarguedmostfullybyHopeandFraser(2003b)aspartoftheBeyondBudgetingRoundtable(BBRT).1Theauthorsarguethatbudgetingsystemsoftenresultindysfunctionalandconsumelargeamountsofmanagement此外,他們經常妨礙公司的靈活和自適應現代組織所的越來Additionally,theyoftenimpedefirmsfrombeingflexibleandadaptiveintheincreasinglyunpredictableenvironments disconnectedfromstrategyandthusoutofsyncwithcompetitiverequirements.,,在過去,批評傳統預算通常是由學者和經常被夸大的當前糟糕Ofcourse,thisisnotthefirsttimebudgetingpracticeshavebeencriticized.However,thereisadifferencethistime.Inthepast,criticismsof“traditionalbudgeting”weretypicallymadebyacademicsandwereoftenexaggerationsof“currentworstpractice”thathadlongbeensingledoutforHopeandFraser(2003b)斷言,在不確定和不可預測的環(huán)境中 （兩個例子Handelsbanken和Codman& Third,toomuchemphasismayhavebeencedbyandFraser(2003b)ontheassertionthatbudgetingsystemsareinherentlyantitheticaltosuccessfuladaptationinuncertainorunpredictableenvironments(seeHansenetal.,Forexample,theBBRT’sexemrcase–Handelsbanken(seeLindsayandLibby,2007)–wasnotlocatedinanindustry(banking)thatneededtoadaptquicklyorwhererevolutionarychangewasoccurring.Ontheotherhand,Simons’(1987)Codman&ShurtleffcasedepictsaJohnson&Johnsonsubsidiarycingextensiverelianceonbudgetinginahighlyinnovativeindustry.Considerationsotherthanenvironmentaluncertaintyorunpredictabilitywouldseemtobeinvolved. Itseemsdifficulttoacceptthatsomanyorganizationswouldcontinuetousebudgetingforcontrolpurposes(i.e.,formanagerialmotivationandperformanceevaluation)ifitwasfundamentallyflawed(Hannanandman,1989).Manzoni’sManzoni’s Manzoni’s(2002)workingpaper,thereisverylittlerecentbudgetingsystems.Further,thereareexamplesinthelitureinwhichhighlysuccessfulfirmsutilizebudgetingextensivelyforbothnningandcontrol(Knight,1992,Simons,1987,KnightandDyer,2005).ItisundeniablethatHopeandFraser(2003b)havemadeavaluablecontributiontothediscipline.Theyhaveprovidedacogentandinsightfulysisingtheweaknessesofbudgetingandhavecausedustothinkdeeplyabouthowtoimprovetheentire

However,ourfindingssuggestthatbudgetingsystemsmostcompanieshavenonstoabandonthispractice,althoughmanyarenningtotakestepstoimprovetheirbudgetingsystemsto esomeofthecommonFurther,giventhesefindings(andinfurthersupportofthem),itisnotsurprisingthattheaveragefirminoursampleratesitsbudgetingsystemasprovidinggoodorbettervalue. 和的企業(yè)，有18and13％的企業(yè)，顯示他們的預算體Budgetingmessage。Thatsaid,18and13%ofCanadianandUSfirms,respectively,reportlittleornovalueornegativevaluefromtheirbudgetingsystems(ascorebelow60),andapproximay20%ofrespondingfirmsinbothcountriesdonotusebudgetsforcontrol.ThustherearesomefirmsthatmaybereceptivetotheBeyondBudgetingmessage.(butnotall)oftheassumptionsandcriticismsunderlying1.1.?使用fixedperformancecontract的公司比很 說的少事實上，我們的數據表明，它僅（分別為5和在和，UseofthefixedperformancecontractismuchlessprevalentthanwhatissuggestedbytheBBRTortheRelianceonAccountingPerformanceMeasures(RAPM)liture.Infact,ourda