BUGETARY CONTROL IN THE MARKETING AND MANUFACTURING ORGANIZATION

1.0INTRODUCTION
1.1BACKGROUND OF STUDY Whenever the demand for factors of production is greater than the supply, some method of apportioning them among different uses has to be employed and this brought the need for budgeting and control.  In a perfect competition, they would be distributed among different employments according to the demand for them, equilibrium being achieved when the marginal productivity of each was the same in all occupations (J.L.Hanson, 1977). Budgeting being the single most important decision making process can therefore be considered an important part of the classic management cycle of planning, action and control or more specifically, as part of a total management system that includes: - -strategy formulation and implementation -planning systems -budgeting systems -organization -production/marketing systems -control/reporting systems. As long ago as 1931, the Macmillan Committee on Finance and Industry recommended control of investment.  To support his policy of full employment, lord Beverage suggested that since investment was easier to control than saving, the two should be brought into line by imposing control over investment.  Since investment cannot exist without budget and implementation, there became the need for budgetary control rather than investment control (Ifeanyi .A. Arji, 1997).
TABLE OF CONTENTS
TITLE PAGEAPPROVAL PAGEDEDICATIONACKNOWLEDGEMENTTABLE OF CONTENTS
CHAPTER ONE1.0INTRODUCTION1.1BACKGROUND OF THE STUDIES1.2STATEMENT OF THE PROBLEM1.3PURPOSE FO STUDY
CHAPTER TWO2.0REVIEW LITERATURE2.1BASIC CONCEPTS OF BUDGETING AND BUGETARY CONTROL2.2TYPES OF BUDGETS FOR PLANNING AND CONTROL2.3BUDGETARY CONTROL IS AN ORGANIZATION2.4PRESENTATION ANALYSIS2.5BUDGETARY ANALYSIS2.6OPERATIONAL AND ADMINISTRATIVE EXPENSES2.7TYPES OF BUDGETARY CONTROL2.8BUDGETARY CONTROL PROCESS2.9BUDGETARY AN EFFECTIVE MEANS OF PLANNING BUDGET ANALYSIS
CHAPTER THREE3.0SUMMARY3.1RECOMMENDATION3.3CONCLUSIONREFERENCE