The Impact of Budgeting and Budgetary Control on the Liquidity Levels of Non Profit making Organizations in Uganda

Download Article

DOI: 10.21522/TIJMG.2015.02.01.Art013

Authors : Bombo Henry Lubega

Abstract:

This study was conducted using Infectious Diseases Institute (IDI) as the Case study. A sound and effective budgeting system is based upon certain prerequisites/or conditions. Failure to observe and appreciate these essentials will render the budgeting exercise ineffective (Arora, 1995). It was against this background that the study was aimed at examining the effectiveness of IDI budget systems and its impact on the liquidity levels of the Institution.

The respondents were selected using purposive and simple random sampling techniques. Descriptive and Associational research designs were adopted with Data gathered through Questionnaires and interview guides. The SPSS technique was used to establish the relationship between Budgeting systems and liquidity levels.

The major findings from the research study indicated that the budgeting systems used were inapt. It was also revealed that, there exists a positive relationship between Budgeting systems and control and liquidity level. In this respect, it was concluded that though many other factors were pointed out as possible causes of the declining levels of liquidity in the Institution between 2010 and 2014, poor budget systems and budget control strategies were largely held responsible.

Considering the persistent declining liquidity trend, a new approach of budgeting which encourages improvement by eliminating inefficiencies and wasteful expenditure should be adopted.

References:

[1.] Arora, M. N (1995), Cost Accounting principles and practice , Vikas Publishing House.

[2.] Amanya, J (1999), Determinants of an effective budgetary process in selected public enterprises in Uganda.

[3.] Balunywa, W (1997), Business Management.

[4.] Biggs, C and Benjamin (1990), Management Accounting Techniques, CIMA Publication.

[5.] Bellis, J (1991), Activity based cost management, Management Accounting Hand book, CIMA.

[6.] Clive, Otley and Merchant (1995), Accounting for Management Control. Chapman and Hall publishers.

[7.] Drury, C (1992), Management and Cost Accounting, Chapman Publishers.

[8.] Fozzard, A (2001). The basic budgeting problem: Approaches to resource allocation in the public sector and their implications for pro-poor budgeting. Kampala: Centre for Aid and public expenditure.

[9.] Grace, C.E (1964), Management Controls, Mitchell and co. New York.

[10.] Hay, L. E, and Engstron, J. H. (1987). Essentials of Accounting for government and_non-profit making organizations, Home Wood: Irwin

[11.] Horngren, C. T (1993), Introduction to management Accounting. Prentice Hall.

[12.] Jonsson, S (1982). "Budget behaviour in Local government", Accounting organizations and society, 3(7)

[13.] Lyden, J. and Miller, E. G. (1982), Public budgeting - Program planning and Implementation (4th ed). Prentice - Hall.

[14.] Miller, E. C (1996), Objectives and Standards: An approach to planning and control, AMA. Research study 74.

[15.] Modern, J (1986), Zero based budgeting. Management Accounting.

[16.] Novik, D. (ed) (1973). Current practice in programme budgeting (PPBS). New York: Crane Russak.

[17.] Otley, D (1976), Budgeting control and Managerial performance, unpublished.

[18.] Otley, D (1978), Budget use and managerial performance. Journal of Accounting Research, Vol. 16. No 1.

[19.] Pandey, I. M (1996), Management Accounting. Vikas Publishing House.

[20.] Stoner, J (1996), Management, Prentice Hall.

[21.] Suver, J and Brown (1977), Where does_zero based- budgeting work? Harvard Business review, Nov/Dec.

[22.] Kakuru Julius (2000), Finance decisions and the business, 1st Edition, kampala, Business publishing group.

[23.] Charles Tapiero (2004), Risk and Financial Management: Mathematical and computational methods.

[24.] John Wiley (2004), Business Trends Quarterly and their risk involvement

[25.] Conroy (2005), “Customer profitability, and treatment of Acquisition spending”, Journal of Managerial Issues, 17 (1), 11 – 25