TABLE OF CONTENTS
TITLE PAGE
APPROVAL PAGE
DEDICATION
ACKNOWLEDGEMENT
TABLE OF CONTENTS
CHAPTER ONE
1.0 INTRODUCTION
1.1 BACKGROUND OF THE STUDIES
1.2 STATEMENT OF THE PROBLEM
1.3 PURPOSE FO STUDY
CHAPTER TWO
2.0 REVIEW LITERATURE
2.1 BASIC CONCEPTS OF BUDGETING AND BUGETARY CONTROL
2.2 TYPES OF BUDGETS FOR PLANNING AND CONTROL
2.3 BUDGETARY CONTROL IS AN ORGANIZATION
2.4 PRESENTATION ANALYSIS
2.5 BUDGETARY ANALYSIS
2.6 OPERATIONAL AND ADMINISTRATIVE EXPENSES
2.7 TYPES OF BUDGETARY CONTROL
2.8 BUDGETARY CONTROL PROCESS
2.9 BUDGETARY AN EFFECTIVE MEANS OF PLANNING BUDGET ANALYSIS
CHAPTER THREE
3.0 SUMMARY
3.1 RECOMMENDATION
3.3 CONCLUSION
REFERENCE
INTRODUCTION
Whenever the demand for factors of production is greater than the supply, some method of apportioning them among different uses has to be employed and this brought the need for budgeting and control. In a perfect competition, they would be distributed among different employments according to the demand for them, equilibrium being achieved when the marginal productivity of each was the same in all occupations (J.L.Hanson, 1977).
Budgeting being the single most important decision making process can therefore be considered an important part of the classic management cycle of planning, action and control or more specifically, as part of a total management system that includes: -
- strategy formulation and implementation
- planning systems
- budgeting systems
- organization
- production/marketing systems
- control/reporting systems.
As long ago as 1931, the Macmillan Committee on Finance and
Industry recommended control of investment. To support his policy of full employment, lord Beverage suggested that since investment was easier to control than saving, the two should be brought into line by imposing control over investment. Since investment cannot exist without budget and implementation, there became the need for budgetary control rather than investment control (Ifeanyi .A. Arji, 1997).
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