Why does a bank need budgeting? Bank budgeting. Planning the operational budget of a commercial bank

Budgeting issues have recently become most acute for the heads of many commercial banks. This is due to the fact that in connection with a decrease in the profitability of banking operations in conditions of competition for customers, it is necessary to increase the efficiency of the activities of their organizations. One of the ways to achieve this goal is to apply or improve the budgeting system.

This article is devoted to a summary of the basic principles of integrated budgeting technology, obtained as a result of summarizing the experience of budgeting specialists of many banks and enterprises. A distinctive feature of this technology is that its development took place with the unswerving adherence to three principles:

Following modern trends in the management of a commercial organization.
Using real budgeting technologies, proven in practice.
Designing a system for automating the budgeting process together with the development of its technology.

Modern trends in the field of management declare that the construction of a budgeting system at the present time should be based on a deep study of the market, an understanding of the clientele and counterparties of the bank, as well as the involvement of a large number of managers and specialists of different levels of responsibility in the budgeting and management process of the bank (see Niels Rasmussen, Christopher J. Eichorn, “Budgeting Today: Overview and Trends,” John Wiley & Sons; 2000, ISBN: 0471392073).

The use of elements of practical technologies, on the contrary, makes it possible not to break away from reality, but to apply mechanisms that are guaranteed to give a positive result. The use of practical experience is all the more valuable because it can significantly reduce costs when introducing or improving the budgeting system.

Designing an automation system simultaneously with the development of budgeting technology allows you to check it for the consistency and sufficiency of information during its implementation. Indeed, the description of budgeting technology in algorithms and information flows allows you to eliminate the ambiguity and fuzziness of its individual elements.

Perhaps, some specialists will find this approach in developing a budgeting system somewhat unusual. However, any technology of business management (and budgeting is part of this technology) is the result of the application of knowledge and experience by specific managers and specialists. Budgeting is not a product of lawmaking that defines uniform rules and norms of work for everyone.

So, let us first consider what concepts and technologies are traditionally related to the budget, and then - what transformations they undergo when expanding the scope of financial planning and control to the tasks of managing the bank's business as a whole.

The budget as a financial reflection of the bank's activities

Traditionally, when they talk about the budget, they mean item-by-item planning and accounting of income and expenses in the context of profit centers and cost centers. At the same time, the main attention is paid to the financial reflection of the bank's activities. So, the basic concepts of the budget include:

Accounting centers that are defined as income and expense centers are Profit Centers and Cost Centers. The composition and hierarchy of Accounting Centers determines the financial structure of the bank, which, as a rule, does not always coincide with its organizational structure. For example, the Profit Center can be both the Customer Relations Department and the Credit Department. Moreover, they can have a different composition of income items. Financial Responsibility Centers are also distinguished, which include the functions of both Profit Centers and Cost Centers. They can be quite independent bank branches or specialized projects. Funding Centers or Financial Management Centers are usually understood as the Bank's Treasury.
The budget plan, consisting of items of income and expenses, is an integral part of the management chart of accounts. The composition of the budget plan items reflects the view of the bank's management on what indicators of the bank's activity should be subject to planning and control. Usually, the basis for developing a budget plan in banks is Form N102, which contains a wide list of items of income and expenses, as well as items on the disposal of profits or compensation for losses.
A financial plan or payment calendar, the development of which is the final stage of budget planning. In the process of developing a financial plan (payment calendar), the values \u200b\u200bof budget lines with homogeneous financial instruments are aggregated within the planned budget period. The payment calendar, in turn, is the initial information for performing work on financial management, since it contains information about the movement of funds in the context of financial instruments, and not in the context of income and expenses.

Traditional budgeting technology is focused primarily on the financial description of the bank's activities. There are differences in the work on the formulation of budgeting technology and work on its implementation:

Setting up a budgeting system begins with building the bank's financial structure and developing a plan for income and expense items. Then, certain items of income and expenses are assigned to responsible specialists and managers, who fill them in when planning and accounting. Consolidation of budget plans is required in the case of a hierarchical financial structure of the bank. Thus, the composition of the participants in the budgeting process is determined and their roles in this process are distributed.
Allocation of direct and indirect costs, fixed and variable income and expenses is an important element of budgeting technology. The result of this work is the grouping of income and expense items, which is not due to planning and control purposes, but is determined by the use of similar planning and accounting technologies. For example, income from settlement or cash services, commissions from servicing credit cards are largely subject to the behavior of the bank's clientele and are variable or conditionally constant items. In this case, statistical planning methods based on the processing of historical customer service data are more applicable. In turn, the costs of renting premises, security and utilities are constant and it is advisable to plan them on the basis of concluded contracts. Income from lending or working with promissory notes is the direct income of the respective Profit Centers. When planning them, it is necessary to take into account an integrated risk assessment, which in the budget can be transformed into a set of budget plans reflecting various scenarios for the development of events (examples of plans: optimistic, pessimistic, optimal).
The complete set of stages in the implementation of budgeting is presented in the form of planning, accounting, execution control and budget analysis. In the simplest case, managers make do with actual performance and budget analysis.

Traditional concepts and technologies of budgeting are focused on the financial expression of the bank's business as a whole. At the same time, for planning and accounting for the values \u200b\u200bof budget items, concepts such as contracts, applications for the purchase of equipment are used, rationing of employees' labor can be performed, the seasonality of demand for banking services is taken into account. That is, concepts are used that are not directly related to the task of financial planning.

New directions in the field of budgeting

Recently, more and more attention has been paid to a number of tasks from the field of business management related to business orientation to the consumer, market research, "fine" planning, namely:

Performance management of departments and personnel
Management of the composition and quality of banking services
Client base analysis
Analysis of suppliers of goods and services, as well as contractors and business partners.

Typically, these tasks are viewed as independent and are not directly related to budgeting. At the same time, the connection between them still exists, since any of these tasks can also have its own financial expression. Therefore, if you establish a connection in finance between the budget and various areas of business management, then we can talk about new budgeting technologies that push the boundaries of financial management to the scale of integrated planning and accounting for the bank's business activities.

Let's consider how you can solve these problems using budgeting technology:

Management of the activities of departments and personnel. To form a budget of income and expenses in the context of divisions, it is necessary to make a transition from the structure of income and expenses by Accounting Centers (financial structure) to income and expenses by divisions and branches (organizational structure). For this purpose, various algorithms for the distribution (posting) of the values \u200b\u200bof budget items are used. For example, income from lending can be distributed among divisions in accordance with the amount of salaries of employees engaged in lending (using indirect accounting of employee qualifications); telephone costs are conveniently divided according to the number of employees in departments. A part of income and expenses can be automatically transferred from Accounting Centers to divisions if there are local coincidences in the financial and organizational structure of the bank. The most characteristic coincidences are a branch in the organizational structure and the corresponding Center for Financial Responsibility in the financial structure. After completing such postings, a full analysis of the effectiveness of the activities of departments and personnel is performed.
Management of the composition and quality of banking services. To solve this problem, as well as to assess the profitability and efficiency of the bank's businesses, it is also possible to use the results of budgeting by Accounting Centers. In this case, items are posted or income and expenses are directly assigned on the basis of contracts, payment documents and transactions in the context of banking services. At the same time, it is more convenient to plan income and operating expenses in the plane of banking services and products, and then reflect them in the financial structure of the budget by Accounting Centers. This approach improves the quality of information both in planning and in accounting for the bank's business activities.
Analysis and management of the bank's client base. It is possible to analyze the bank's client base on the basis of information about the profitability of the client base both by groups of clients and individually - for each. To do this, you need to post the budget revenue by customer. This additional posting and direct accounting is not difficult because the original budget execution information always has a link to a specific customer or group of bank customers. You can then assess the structure and quality of the customer base, and rank customers and customer groups. Customer base information is also used when planning the revenue side of the budget.
Analysis of suppliers, contractors and business partners. The solution to this problem is also possible with a budgeting orientation. Identification of profitable and unprofitable counterparties, reliable and unreliable partners, tracking the migration of counterparties from one classification group to another, as well as in the case of the bank's client base, can be based on financial information on budget execution.
Bank economy management. There is a common practice when adjustments are made to the concept of Cost Centers and Profit Centers, classifying them in terms of consuming and supplying units. AXO, Automation Department, Bank Security Service, being Cost Centers, are at the same time considered as supporting divisions. All other Accounting Centers (both Profit Centers and Cost Centers) are consuming. With this approach, additional cost posting mechanisms are included in the budgeting system, transferring the costs of the supporting departments to the consuming ones. In this case, it is possible not only to use posting mechanisms, but also to directly reassign costs from supporting units to consuming ones in the event of targeted use of funds. Budgeting by Accounting Centers in the plane of the supplying and consuming divisions allows to ensure effective management of the bank's material resources, to minimize the purchase prices for goods and services.
Bank resource management. The task of managing the bank's resources has two types of connection with the budgeting task. Firstly, the schedule of payments in the context of financial instruments is the initial information for the Bank's Treasury when choosing a strategy for managing liquidity and risks. Secondly, the characteristics of Accounting Centers in the context of subdivisions that attract resources (passive operations) and subdivisions that place them (active operations) allows planning and monitoring the efficiency of using the bank's financial resources. To solve this problem, the profitability of the allocated resources is posted based on the unprofitability of the attracted resources. In the case of using internal pricing when transferring resources from one department to another, the logic of planning income and expenses in these accounting centers changes. In this case, the posting of income and expenses is replaced with accounting for direct income and expenses between departments. Budgeting in separate planes of both business expenses and income and expenses from business activities allows you to get a more accurate picture when assessing the efficiency of resource use. This equally applies to both the material and financial and labor resources of the bank. The fact is that sometimes the level of overhead costs becomes commensurate with the level of expenses from business activities in a number of Accounting Centers, which negatively affects their assessment from the point of view of resource management.

The advantage of the integrated budgeting technology is that with this approach, these budgeting tasks can be considered independently of each other, while maintaining the integrity of the overall financial picture. So, you can focus on the narrowest direction of the bank's activities and apply management influences more purposefully than when using the budget only in its classical sense. For example, a bank has large overhead costs - it is necessary to focus on the analysis and management of the bank's economy, poorly with the resources involved - an analysis of the activities of counterparties is performed. It doesn't matter how things are with income - it is necessary to apply an analysis of banking services and customer base. At the same time, there is no separation from the central component of budgeting - its financial structure. This structure is a universal linking and harmonizing for all components of the areas of the complex budgeting problem. Thus, having paid attention to one or another direction, you can move on to another task of importance, while remaining confident that the solved tasks are automatically linked to others.

Multivariate budget analysis

There is another level of business management that arises at the intersection of information on certain areas of budgeting. To perform this type of analysis, you no longer need additional posting of item values. It is enough to use data from different directions for joint analysis:

Analysis of income and expenses of bank divisions in the context of banking services. This direction gives an idea of \u200b\u200bwhat services in which departments are performed more efficiently. You can analyze the participation of various departments in the implementation of certain banking services. As a result of performing this kind of analysis, it may be found that it is more profitable to allocate some units to Financial Responsibility Centers if the bulk of operations are concentrated in them. You can also evaluate the activities of branches by profitability in the context of banking services. This information can be useful in calculating internal prices for resources and services.
Analysis of income and expenses from customers and customer groups in the context of banking services. It makes it possible to manage the composition and quality of services in the client base. The analysis results are also valuable information when performing work on the calculation of prices for banking services. This information is indispensable when preparing management decisions on changing the structure of customer groups in terms of types of bank businesses.
Analysis of income and expenses from transactions with counterparties or suppliers of goods and services in the context of banking services or inventory items. Here, the tasks of identifying the migration of contractors from profitable to disadvantageous for certain services are solved. For example, it may turn out that it has become unprofitable to work with a counterparty on interbank credit, but it is worth increasing the volume of cash transactions with him. It can also be revealed that a long-standing supplier of computer equipment for the bank is already becoming unprofitable and it is necessary to make a decision to reorient to another supplier.

In the considered budgeting technology, the issues of managing assets, capital, liquidity, and risks remained unaffected. This was not done by chance, since their solution is possible only in relation to the Financial Responsibility Centers, which is the bank as a whole or rather independent branches. Also, the solution of these tasks is a different view of the bank's business activities - from the standpoint of assessing and forecasting such results of the bank's activities as reliability, stability, etc. In addition, there are differences in the technology for solving these problems. It is much easier and more effective to carry out such assessments and calculations based on the current financial condition of the bank. At the same time, the primary information used in the budgeting process is contracts, planned payments, contracts, etc. can also be used to calculate the projected financial condition of the bank.

Another difference between technologies is that the consumers of information about the reliability and stability of the bank can be not only the bank's management, but also entities external to the bank: the state, tax authorities, shareholders, customers. Therefore, to obtain the values \u200b\u200bof the same indicators, different methods of assessing the bank's activities can be used. This is the difference between this kind of analysis and the technology of budgeting business activities, since budgeting is focused exclusively on the tasks of the head of the bank's business.

The proposed technology is a harmonious bank management scheme based on complex budgeting. This model is a synthesis of many technologies and schools. Its notable feature is that the construction of an integrated budgeting system can start small and gradually increase the attributes of budgeting, clearly understanding the intermediate stages, as well as the ultimate goal of the process of improving the bank management structure. Adhering to the proposed technology, one can gradually move from financial management of the bank to a full-fledged system of management of its business. In order to apply this technology in practice, it is necessary to resolve a number of organizational and consulting issues. Here, it is necessary both the desire of the bank's management to introduce an effective budgeting system, and the availability of qualified specialists who contribute to the implementation of the system. The only issue that can be safely called resolved is the provision of budgeting technology in terms of automating its processes. This issue has long been studied by the author of the article and implemented in practice.

At present, the banking system of our country can be classified as developing. It is characterized by increased competition, an expansion of the range of banking products and services, an increase in the volume of transactions, and the expansion of bank branch networks. The effectiveness of banking in such conditions largely depends on the banking management system.

Meanwhile, the existing modern problems of banks, expressed in its weak business activity in comparison with Western countries, lack of funds, etc., are often associated with misunderstanding or neglect of the most important component of banking management - financial planning. The low level of financial planning of the activities of commercial banks is one of the factors hindering the development of banking activities.

Recently, the heads of many commercial banks have been particularly acutely faced with the financial planning of the bank as a whole and its divisions, the determination of the cost of banking services, and the search by commercial banks of internal reserves of survival. In this regard, the role of intra-bank financial planning is increasing, implying the introduction of a system for assessing the performance of various departments of the bank and individual areas of its activities.

Budgeting is a management tool designed to solve the existing variety of tasks of commercial banks by increasing the efficiency of financial planning and management in general. In addition, at present, budgeting is a tool for enhancing control over the expenditure of resources, balancing cash flow, organizing an effective assessment of the activities of a commercial bank and the prospects of certain areas of business, etc.

Budgeting is one of the effective management tools, which, with a competent approach to its use, allows a commercial bank to more efficiently earn profit and manage financial flows.

Budgeting allows managers to timely and adequately respond to changes in external and internal conditions and coordinate the activities of a commercial bank with them

Budgeting helps you make decisions more effectively, implement those decisions and monitor their implementation. That is, the budgeting system allows you to assess in advance the future results of decisions that need to be made today.

Budgeting as a management tool is also good because it covers almost all areas of the company. Therefore, when companies actively use budgeting technology, whether it wants it or not, it will still have to monitor and evaluate how effective it is in general and in all its functional areas of activity, how effectively the company's divisions / branches work.

Budgeting is based on the principle of "control by centers of responsibility", according to which the heads of departments and other employees of the company are responsible for planning and meeting the targets that are associated with the implementation of their activities.

A budget is a plan in monetary terms that covers all aspects of the organization's activities, allowing you to compare the costs incurred and the results obtained in general and for individual periods. This is the main source of information for assessing the future (projected) financial condition of the company, correcting management decisions.

Budget planning is the process of formulating and executing a budget, which is a financial, quantified expression of the marketing and production plans necessary for the goals set by the company.

Consequently, budgeting becomes the link between strategic management carried out by top management and operational management carried out at the bottom.

The aim of the work is to study the essence of budgeting of a commercial bank and the direction of improving the budgetary process.

Within the framework of this goal, the following tasks have been set:

Consider the theoretical foundations of budgeting as a system of financial management of a company.

To reveal the specifics of budgeting in a commercial bank and assessing the activities of its divisions using the example of Tolubai OJSC;

The work uses the scientific works of leading scientists on financial management, in particular financial planning and budgeting. The importance and necessity of introducing budgeting as a financial planning technology in the banking management system has been repeatedly emphasized in the works of such scholars who study planning problems as H. Vorshtecher, E. Dobrovolsky, N. Kunitsyna, M. Pomorina, Rumyantsev M.V., Sadvakasov K.K., Tilms R., Tyutyunnik A.V., Shirinskaya E.B. and others. In the course of the research, general and specialized literature, the development of leading specialists in the field of management organization and solving practical problems were studied and summarized.

Structurally, the thesis consists of an introduction, three main chapters, a conclusion and a bibliography.

Chapter 1. Theoretical foundations of budgeting as a system of financial management of a company

1.1 Fundamentals of budgeting and its place in the management system

In conditions of complication of economic ties, intense competition and an increase in the importance of strategic decisions, the processes of predicting the company's position in the future, developing goals, and their implementation. Thus, on the one hand, budgeting is planning, and on the other, it performs control functions. This complex process has many elements.

The terms and concepts associated with the budgeting process: budget, plan, estimate, are interpreted differently in the domestic economic literature, which sometimes makes the meaning of this process lost. So, the concept, the budget, is often identified with the business plan of the organization for the current period; management planning process - with budgeting; the organization's business plan - with a consolidated budget, and production cost estimates, administrative and commercial expenses - with budgets.

In practice, a plan in terms of its content is a program of actions (or work) scheduled for a specific period of time, indicating the goals, content, objects, methods, sequence and deadlines.

Business plan, respectively - a comprehensive plan for the development of the organization.

Estimate - a documented plan of funds to finance the organization's expenses (estimate of production costs, estimate of construction work, etc.).

Budget - a financial plan in monetary terms, a document that provides an interconnection of the organization's expenses with the available (or possible) income.

Foreign economists do not make linguistic distinctions between the considered concepts. They see the main difference between the estimate and the budget in that the estimate is a document (calculation) containing information for planning and analysis of regulated costs at the production level, and the budget (calculation) - at the level of the organization's finances. Ultimately, it should be recognized that with all the differences in the role played and calculation methods, the budget, plan, estimate are interconnected by a single budgeting process.

Specialists in setting up intra-firm budgeting offer an internationally accepted entrepreneurial terminology that characterizes this process: budgeting, on the one hand, is the process of drawing up financial plans and estimates, on the other, a management technology designed to develop and improve the financial feasibility of management decisions.

The object of budgeting is a business (type or area of \u200b\u200beconomic activity).

Budgeting is financial planning that covers all aspects of the organization's activities, which allows you to compose all costs incurred and income (results) received in financial terms for the coming period. These are both planned financial estimates, and projected volumes of attracted external resources, etc. For example, in the presentation of V.V. Bocharova budgeting is the process of developing and forming planned budgets that combine the plans of the company's management and, first of all, production, marketing and financial plans.

There are other definitions of the concept of "financial planning". Despite their differences, the main and determining factor in all the above concepts is the idea of \u200b\u200bfinancial planning as a form of management activity aimed at setting and implementing the company's goals. In this regard, we can conclude that financial planning determines future actions for the formation and use of financial resources.

Depending on the periods of financial planning (the planning period is the time period for which financial plans are drawn up and during which they are implemented), the budget period is distinguished (the duration of the time interval covered by the budget) for strategic budgeting is from 3 to 10 years, for operational - 1 year.

An'shin V.M., Tsar'kov I.N., Yakovleva A.Yu. Budgeting in the company: Modern technologies of staging and development: Textbook. allowance. - M .: Delo, 2007 .-- p. 8

Commercial budgeting / Bocharov V.V. - SPb .: Peter, 2007 .-- p. 257

1. Agapova, T.A. Budgeting: textbook / T.A. Agapova, - Moscow: Publishing house "KnoRus", 2012. - 312 p.

2. Adamov, N.A. Budgeting in a commercial organization: a tutorial / N.А. Adamov, - St. Petersburg: "Peter", 2014. - 136 p.

3. Aksenova, V.O. Budgeting - theory and practice: textbook / L.S. Shakhovskaya, - Moscow: Publishing house "KnoRus", 2015. - 396 p.

4. Burlakov, G.A. Budgeting. Finance under strict control: Business course: a tutorial / G.A. Burlakov, - Moscow: Publishing house "M", 2014. - 92 p.

5. Burnov, G.N. Budgeting: step by step. / G.N. Burnov, O.I. Kuznetsova. - Moscow: Publishing house "UNITY-DANA", 2015. - 268 p.

6. Burtsev, V.V. Financial management / V.V. Burtsev // Through budgeting to effective management. - 2013. - No. 12, - P.33-35.

7. Vitkalova, A.P. Budgeting and cost control in the organization. / A.P. Vitkalova, D.P. Miller. - Moscow: Publishing house "Dashkov and Co", 2013. - 128 p.

8. Volkova, ON Budgeting and financial control in commercial organizations: a tutorial / ON. Volkova, - Moscow: Publishing House "Finance and Statistics", 2014. - 272 p.

9. Goremykin, V.A. The financial plan and budget of the enterprise in business planning / V.A. Goremykin // Handbook of the Economist. - 2015. - No. 12. - S. 14-22.

10. Ivanov, R.P. Budgeting. Practical aspects of setting the problem / R. Ivanov // Problems of theory and practice of management. - 2015. - No. 1. - S. 75-80.

11. Ivakhnik, D.A. Financial Director / D.A. Ivakhnik // Choosing the optimal budget. - 2014. - No. 6. - S. 24.

12. Karpov, A.N. Automation of budgeting and management accounting using the PC "Integral": a tutorial / A.N. Karpov, - Moscow: Publishing House "Result and Quality", - 2014. - 176 p.

13. Karpov, A.N. Budgeting as a management tool. Book 1: textbook / A.N. Karpov, - Moscow: Result and Quality Publishing House, 2015. - 400 p.

14. Karpov, A.N. The company's budget committee. Book 7: textbook / A.N. Karpov, - Moscow: Publishing house "Result and Quality", 2015. - 208 p.

15. Karpov, A.N. Regulation of the budgeting system. Book 2: tutorial / A.N. Karpov, - Moscow: Publishing House "Result and Quality", 2014. - 472 p.

16. Karpov, A.N. The role of the CEO in budgeting. Book 6: textbook / A.N. Karpov, - Moscow: Publishing house "Result and Quality", 2015. - 208 p.

17. Karpov, A.N. The role of the finance department in budgeting. Book 5: textbook / A.N. Karpov, - Moscow: Publishing house "Result and quality", 2015. - 256 p.

18. Karpov, A.N. Technology of setting budgeting in the company. Book 8: textbook / A.N. Karpov, - Moscow: Publishing House "Result and Quality", 2014. - 336 p.

19. Karpov, A.N. Financial budgeting model. Book 3: tutorial / A.N. Karpov, - Moscow: Publishing house "Result and quality", 2015. - 528 p.

20. Karpov, A.N. Financial structure of the company. Book 4: tutorial / A.N. Karpov, - Moscow: Publishing House "Result and Quality", 2013. - 352 p.

21. Kerimov, V.E. Cost accounting, calculation and budgeting in certain industries of the production sphere: a tutorial / V.E. Kerimov, - Moscow: Publishing house "Dashkov and Co", - 2013. - 476 p.

22. Krasova, O.S. Budgeting and cost control at the enterprise: textbook / O.S. Krasov, - Moscow: Publishing house "Omega-L", 2014. - 176 p.

23. Kuzmina, M. S. Cost accounting, calculation and budgeting in the industries of the production sphere: textbook / M.S. Kuzmina, - Moscow: Publishing house "KnoRus", 2012. - 248 p.

24. Larionova, A.A. Budgeting at the enterprises of the tourism industry / A.A. Larionova // Financial Management. - 2013. - No. 3. - S. 38-47.

25. Legotina, Yu.V. Enterprise finance: assignments and guidelines for practical training / Yu.V. Legotina, - Chelyabinsk: SUSU Publishing House, 2015 .-- 31 p.

26. Rybakova, O. V. Management accounting and budgeting: textbook / O.V. Rybakova, - Moscow: Publishing house "RAGS", 2014. - 232 p.

27. Timashkova, N.A. The budget through the eyes of the performer / N.A. Timashkova // Science of SUSU. Section of social and humanitarian sciences: materials of the 62nd scientific. conf. - Chelyabinsk: Publisher. Center SUSU, 2014. - T. 2. - S. 275-277.

28. Khrutsky, V.E. Intrafirm budgeting: a tutorial / V.E. Khrutsky, T.V. Sizov, V.V. Gamayunov. - Moscow: Publishing house "Finance and Statistics", 2013. - 398 p.

29. Chausov, V. Budgeting of bank activities / V. Chausov // Accounting and banks. - 2014. - No. 11. - S. 22-25.

30. Shilonosova, N.V. Finances of enterprises: assignments and guidelines for coursework / N.V. Shilonosov, - Chelyabinsk: SUSU Publishing House, 2014 .-- 16 p.

31. Yusupova, S. Ya. Budgeting in the management system / S.Ya. Yusupov. // Accounting. - 2014. - No. 8. - S. 59-63.

32. Enterprise budgeting

33. Budgeting

34. Financial planning and development of the enterprise budget

The tutorial provides a summary of the discipline "Budgeting" in accordance with the Federal State Educational Standard 3+ VO, focusing on the competence-based approach to the study of economic disciplines. The material is presented in an accessible, visual and concise form using diagrams, tables, graphs and formulas. The tutorial contains: lecture notes, bibliography, test questions, glossary and applications.
The textbook is intended for undergraduates, university students studying economic disciplines. It can also be useful for teachers, graduate students and specialists in their practice.
The textbook "Budgeting" "was considered and approved at a joint meeting of the departments of the Federal State Budgetary Educational Institution of Higher Professional Education of the Nizhny Novgorod University of Architecture and Civil Engineering from" "2016, protocol No. Recommended for publication as a textbook for undergraduates studying in the directions: 38.04.01 "Economics", 38.04.02 "Management" and graduate students studying in the direction 38.06.01 "Economics".

World practice and place of budgeting in the enterprise management system.
In world practice, budgeting is considered as an element of management focused on managing a commercial organization (in monetary terms), it is a methodology for planning, accounting and control of funds and financial results. Thus, in relation to him, the treasury function is secondary. ... The experience of a number of countries in continental Europe and the United States convincingly testifies to the convergence of national standards with international standards. This reflects the global trend in the development of all national market economies due to the globalization of macroeconomic processes. In the sources of many countries, budgeting is closely linked to management accounting and reporting models, including:.

The British-American-Dutch model used by the United Kingdom, the United States and the Netherlands. In this model, the accounting of economic activity is guided by the information requests of investors and creditors. Shareholders are often separate from the day to day management of corporations.

The continental model is practiced in Japan and in Europe (France, Germany, Switzerland, Austria, Belgium, Italy, Denmark and in French-speaking African countries (Algeria, Angola, Morocco, Senegal, etc.). Business in these countries is closely related to banks, therefore, the government requires mandatory publication of reports.All accounting procedures are conservative and regulated by law, while taxation issues in accordance with the economic policy of these states are priority here.

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In modern conditions, budgeting begins to play a key role in the activities of the enterprise. The main reason for this is that the time for super profits has passed and management must “count every penny”. For the management of many companies, budgeting is really becoming an urgent need, an urgent need. It simply does not work in another way. It is unclear how much the firm is making. And if the accounting department shows profit, then why is there no money? Why is the company constantly in a fever with the need for credits, and when it is already possible to become financially self-sufficient, at least in operating activities? This and other similar questions are often asked by the owners of the top management and force him to pay great attention to the formulation of detailed financial planning at the firm.

The proposed manual is intended for accountants and auditors, students of economic specialties, graduate students, teachers, employees of tax authorities, banks, financiers and everyone interested in this topic.

The manual is based on modern principles of accelerated effective memorization and will allow you to quickly acquire high-quality knowledge and successfully master the material.

On our website you can download the book "Budgeting: a self-study guide" Shevchuk Denis Alexandrovich free of charge and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy a book in the online store.

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