THE INDIVIDUALIZATION OF BUDGETING MODEL: CONCEPTUAL APPROACHES AND INSTRUMENTS OF ITS CONSTRUCTION

Abstract

While considering budgeting as a management function it is possible to predict the most probable ways of its development yet during the process of achieving the strategic goals of the company, as well as to define how exactly to use the resources most efficiently, to evaluate the effectiveness of the company business processes, and to increase the level of responsibility of the performers. In this regard, the objectives of the management are: first of all - the budgeting concept reflecting the peculiarities of the company’s management system; and secondly - thecreation of the budgeting model which will be correct both theoretically and practically, meaning that it would be efficient under the conditions of the existing business-model. In the author’s view, each company has got its own budgeting model which combines the various methods of forecasting, techniques and methods of budgeting figures calculation, it also brings under regulations the stages of the budgeting process and the reporting of the budget implementation in the forms needed by the management for a more effective control. If the company changes its strategic goals the budgeting model should also be modified because the static budgeting does not provide the feedback between the decision made and the accounting event, moreover, the emerging deviations from the planned targets are considered to be out of control.