High decentralization of management in strategic budget cration -case study based on manufacturing company

Michał Chalastra , Roman Kotapski


In Poland it is often assumed that modern strategic budgeting systems are used mainly by large international companies. Small businesses do not use these tools. If smaller companies use strategic planning tools they do not meet today's standards of good practices and they often has a descriptive form. Strategic planning systems include general guidelines for future activities. Strategic budgets present data in long-term perspective. They are presented only in accordance with synthetic form of obligatory financial statements. Therefore there is no precise set of objectives, actions and budgetary means. Another disadvatage of strategic planning is high centralization of operations. Strategic planning is carried out by employees from higher levels of management. Other employees are responsible for the implementation of operating budgets only. To sum up, it is worth considering whether modern rules for creating strategic budgets are applicable to smaller companies
Author Michał Chalastra - University of Gdańsk (UG)
Michał Chalastra,,
, Roman Kotapski (MISaF / IR / KRC)
Roman Kotapski,,
- Katedra Rachunku Kosztów, Rachunkowości Zarządczej i Controllingu
Publication size in sheets0.5
Book Slavíčková Pavla (eds.): Knowledge For Market Use 2017. People in Economics – Decisions, Behavior and Normative Models International Scientific Conference Proceedings, 2017, Palacky University, ISBN 978-80-244-5233, 1179 p.
Keywords in EnglishStrategic budgeting, good practices o f budgeting, high decentralization
Languageen angielski
Score (nominal)15
Score sourceconferenceIndex
Citation count*
Share Share

Get link to the record

* presented citation count is obtained through Internet information analysis and it is close to the number calculated by the Publish or Perish system.