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Titlebook: Quantitative methods in budgeting; C. B. Tilanus Book 1976 H.E. Stenfert Kroese B.V., Leiden 1976 Budget.Budget Control.Budgeting.accounti

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发表于 2025-3-21 19:48:46 | 显示全部楼层 |阅读模式
书目名称Quantitative methods in budgeting
编辑C. B. Tilanus
视频video
图书封面Titlebook: Quantitative methods in budgeting;  C. B. Tilanus Book 1976 H.E. Stenfert Kroese B.V., Leiden 1976 Budget.Budget Control.Budgeting.accounti
描述C. B. TILANUS, EDITOR This book tries to strengthen the ties between, on the one hand, the business administration and accounting world and, on the other, the operational research and management science world. The readership for which it is intended consists ofthe following categories: managers and professionals in organizational departments of business administration, management science, automatic data processing, etc. ; management and operational research consultants; and students in academic departments of business administration, business economics, operational research, information systems, industrial engineering, etc. The book deals with the quantitative approach. to budgeting problems. Budgeting in this text is defined as the making of a financial, short-term plan for an organization. The budget is financial. Although volumes and prices play their part, the budget is finally expressed in terms of amounts of money thus allowing of the well-known two-way counting and balancing of double bookkeeping. (Whether items appear twice on the assets and liabili­ ties sides of balances, or are counted twice in the rows and columns of a matrix is immaterial. ) The budget is short-term. I
出版日期Book 1976
关键词Budget; Budget Control; Budgeting; accounting; bookkeeping; business; economics; information; information sy
版次1
doihttps://doi.org/10.1007/978-1-4613-4373-8
isbn_softcover978-1-4613-4375-2
isbn_ebook978-1-4613-4373-8
copyrightH.E. Stenfert Kroese B.V., Leiden 1976
The information of publication is updating

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Where short-term budget meets long-term plan,This article was inspired by difficulties arising in an industrial firm reconciling the budget with the long-term plan. It is said that ‘the budget should be the first year of the long-term plan’. Yet conflicts between budget and plan are brought about by some obvious causes:
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Introduction,nizational departments of business administration, management science, automatic data processing, etc.; management and operational research consultants; and students in academic departments of business administration, business economics, operational research, information systems, industrial engineering, etc.
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People and techniques in budgeting, should affect the way the business is run, and for the better. The effectiveness of a budget system, then, should be measured through its impact on the efforts of the organization members to achieve better economic results. I avoid relating it directly with results itself, because results depend on many other things besides budgeting.
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