Budget definition
/What is a Budget?
A budget is a set of interlinked plans that quantitatively describe an entity's projected future operations. A budget is used as a yardstick against which to measure actual operating results, for the allocation of funding, and as a plan for future operations.
The budgeting process typically begins with a strategy planning session by senior management. The management team then applies the agreed strategic direction to a series of plans that roll up into a master budget. The plans include a sales budget, production budget, direct material budget, direct labor budget, manufacturing overhead budget, selling and administrative expense budget, and capital expenditure budget. All of these plans roll up into the master budget, which contains a budgeted income statement, balance sheet, and cash forecast. There may also be a financing budget in which is itemized the debt and equity structure needed to ensure that the cash requirements of the budget can be met.
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Personal Budgets
While budgets are most commonly found within organizations, they are also quite applicable to individuals. Since most people have constrained income amounts, it is helpful to set up an expense budget that itemizes how much they can spend without going into debt.
Advantages of Budgets
A budget provides structure to the process of expending funds, so that managers understand how much cash they are allowed to use, and when it can be disbursed. Budgets are especially useful for projects, where there is only a limited amount of cash available; in these cases, the project manager must work within the constraints of the budget.
Disadvantages of Budgets
A budget is subject to a number of problems, including the following items:
Use it or lose it mentality. A budget essentially sets aside funds for a department manager, who wants to use it during the budget period, even if it turns out that the funds are not really needed. This is because the current expenditure level is frequently rolled into the next year’s budget, so the manager must spend money now in order to obtain the same budget amount next year.
Operational rigidity. When managers are judged based on their adherence to the budget, they are less willing to respond promptly to changes in the market that mandate changes in how funds are spent. The result is an organization that is extremely slow to take advantage of market changes.
Time-consuming. Preparing and managing budgets requires significant time and resources, especially in larger organizations. This process often involves detailed forecasting, coordination across departments, and regular revisions, which can divert attention from core business activities.
Discourages innovation. Budgets can create a focus on cost control rather than value creation. Departments may hesitate to pursue innovative projects if they fear exceeding their budget, stifling creativity and long-term growth.
Potential for manipulation. Managers might game the system by underestimating revenues or overestimating expenses to make budget targets easier to achieve. This practice can distort financial planning and decision-making, leading to inefficiencies.
Short-term focus. Budgets often emphasize meeting short-term financial targets at the expense of long-term strategic goals. Managers might cut essential investments, such as employee training or research and development, to meet immediate budget requirements.
Creates internal tension. Competition for budget allocations can lead to conflicts between departments. When resources are scarce, departments might prioritize their interests over the organization's overall goals, harming teamwork and collaboration.