Umapathy, in conjunction with the National Association of
Accountants, surveyed over 400 companies nationwide to compile a
profile of budgeting practices and budget manager qualifications.
He also sought to determine whether there are significant
variations in practices in different industries, different
management philosophies and between financially successful and
unsuccessful companies. In the last two chapters he provides a
number of suggestions for improving budgetary practices by
examining those used by successful companies and exploring the
implications of the research for managers and academics. He briefly
describes a model of effective planning and control systems taht
combines the perspectives of accounting, organizational beharior,
and strategic policy. Accountants in industry will find this an
interesting work with a lot of useful information to help appraise
the relative state of their companies' budgetary practices.
Academic accountants will encounter much interesting data and a
good syntheses of recent research on the subject. "Journal of
Accountancy"
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