Budgeting Is A Complex Task.

The executive layer, in view of its own interests and detailed understanding of the tasks completed, will definitely put forward some conditions conducive to its own interests, and put forward some amendments to the index. Based on the information asymmetry, the budget should be emphasized that the lower level should give the reasons at the same time, and should not be a few simple ones. data Push back and forth and wrangle each other.

Of course, the executive level proposes amendments or conditions. As a budget preparation team, it should not be ignored. It should be given a positive response. On the basis of the aggregate analysis, whether or not the amendments should be made a way out, can not be allowed to let go, and can not force people to press. It should be based on facts and data to explain the reasons for accepting conditions. For larger budgets that directly affect the overall objectives and tasks of an enterprise, it is necessary to organize appropriate personnel to conduct face-to-face discussions with the executive staff until agreement is reached.

Of course, though enterprise There is a sound budgeting communication method, but it can not guarantee that all indicators can reach a consensus based on the opinions of the decision-making level. In this case, enterprises should carefully handle and analyze scientifically, and feel that it is really a problem of executive level. Executive personnel Proper adjustment should not be tolerated.

After all these steps, the final data of the enterprise budget should be basically finalized. When the final budget of the enterprise budget is finalized, there should be a form of responsibility determining the budget of the enterprise. The budget of the enterprise is often linked to the performance rewards and punishments of the enterprises. After the budget is finalized, the corresponding performance linkage scheme should also be determined and inserted into the budgeting documents of the enterprise, and the final result can be carried on through the various departments and meetings at the first level, so that everyone in the budget should have clear responsibilities and objectives.

Since budgeting is usually done on several levels, it is not a good habit before the final decision of enterprise budgeting is made. This is not a good habit. Because of several adjustments, the data of each repeated budget may be adjusted. The result of adjustment may be known by the decision-makers. The department heads know that the specific operators may have provided many suggestions and revisions. Whether he is accepted or not, he is not sure how the specific performance is linked. He is not clear. In order to avoid misunderstanding in the process of budget assessment, the budget must be communicated again before the budget is finalized.

Nowadays, in the process of budgeting, many enterprises are short of several communication links. Instead of a few heads and brains, they are "fabricating" a few indicators. The execution of strong execution units is simply to allow the executive units to change the initial indicators to a mess. The final result is that the budget of the enterprise can not play a role in management.