Some managers are reluctant to participate in budgeting because they do not like to discuss financial matters. They may also feel like developing a budget stops flexibility in an organization. Some want to control all the money without any restraints.
Your Answer: Handle routine logistics, such scheduling, budgeting and arranging for permits
There are many reasons why manager reluctant to delegate. Some of the reasons are:Fear of losing control - Some managers think that by delegating they will lose control. This is usually the sign of weak managers who think that delegating will lessen their authority. Proper delegation should not cause any fear as it is always controlled and monitored.Immaturity - Some managers love to delegate, but just not to you. Meaning that they think that you're immature, and you still have a lot to learn in order to do their job.Not enough work - The manager simply doesn't have enough work to delegate.Critical tasks - Some tasks are very critical and the manager cannot trust anyone else to do this job.
Bottom-up budgeting as applied to project management has advantages. It ensures the resources are getting to the people actually doing the work of the project.
When making capital budgeting decisions the following need to be considered:Accounting rate of returnPayback periodNet present valueProfitability indexInternal rate of returnModified internal rate of returnEquivalent annuityReal options valuation
Agree
False.
Zero-base budgeting
reason for having the manager participate as a job analyst?
i dont know
Program Manager
Your Answer: Handle routine logistics, such scheduling, budgeting and arranging for permits
lack of fund and government regulation
lack of fundspayment methodsGovernment regulationspoor management
The following would normally be involved in the budgeting processThe Finance Manager and /or Bookkeeper ;The project Manager and / or Director of the ogranisation or department
The Role of a manager/principal... Planning Organizing Developing/Directing Staffing Coordinating Recruiting Budgeting
behavioural implications of budgeting are, budgetary slack and participative budgeting. budgetary slack tends to happen when the manager of division wants their performance looks good, but in the wrong way by padding the budget. therefore, they looks like "beat the budget". participative budget can cause delay andvacillation.
Function-based cost management is the budgeting philosophy that the budget controller (in this case the manager) budgets costs based on the function of a department, person, area, etc. Generally, the manager assigns costs according to the importance of the function to that manager.