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d stakeholders must be balanced and prepared to compete under these rapidly changing conditions. In order to survive and expand under environmental complexities and uncertainties managers and stakeholders of the organizations need tools, proven management techniques to predict the crucial changes which are more likely to affect the business while they choose future direction and dimension of resources needed to achieve selected goals. Budgetary control as proven management tool (Chandler, 1990) helps organization management, and enhances improved performance of any economy in different ways. We can say budgeting is most useful when done as an integral part of organisation’s strategic analysis. Strategy can be organization matches its own capabilities and resource with the opportunities in the marketplace to achieve its overall goals. We can also say budgetary control is communicative because it says every single stakeholder in the organization what needs to be done in order to attain their selected goals. Communication is getting those objectives understood and accepted by all departments and functions. In addition to being the managers’ planning tool, budgeting is also one of the most effective tool of communication and integration. It shows how each part of the organization relates to the end and needs of the whole. Budgeting therefore requires that the manager in charge of the whole and each person in charge of parts discuss the budget jointly in order to arrive at better result (Adedeji, A.O. 2004).It is very useful tool for stakeholder particularly to shareholder sand managers to asses financial performance of the organization and a quickly identify overspending and potentially loss making situations. The sooner this is done the less money that is lost. As I mentioned above, business conditions are always changing rapidly, it is necessary to see and understand the budgeting process as a guide to future action, rather than a rigid plan which must be followed by irrespective of changing circumstances.

To achieve its ambitious five year master plan, the Unilever Group states that “Our strategic objectives and the imperative for change are clear. To translate strategy in to action, we must align the entire company and all our employees behind our strategic aims”. If the employees feel that top management doesn’t believe in the budget, these employees are unlikely to be active participant in the budget process. This shows that it is an integrative and communicative management tool to evaluate organizations’ performance. Having stated task can motivate managers and staff in their performance. Managers will be better motivated by being able to relate their particular role in the business to the overall objectives of business. Since budgets are directly derived from corporate objectives, budgeting makes this possible (McLaney and Artill, 2002).Put in this way, it influences the behaviour of people in the organizations so that efficiency maximised and corporate goals are achieved. It is necessary that the evaluation of performance doesn’t degenerate into a blame culture. It follows that motivation is an important underlying factor in ensuring that achievable budgets are set and that the managers with the responsibility for each of the elements of budgets have a very good chance of achieving their targets. In addition, if company doesn’t meet a planned performance, manager can use a flexible budget and varian本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。