The term budgetary control in management studies implies the judicious allocation of limited resources available to a firm in the day to day management of the business which easily varnish from intensive competition because of wrong appropriation of resources.
Other factors which lead to liquidation of many small scale business unit are lack of finance, incompetence on the part of the entrepreneur and in adequate manner of approach to client of the business such as the government.
Owing to the above problems which has hindered (impaired) effective industrial take-off in this part of the world that this work is close be devoted to consider the issue of budgetary control is a way out.
A myriad (very greet number) of questions on why small scale industries or business flop exit. The answers to such questions among others include the observation of some factors that were left considered by the proprietary and which border the progress of such business. To this wring location of this business often mention since that takes the business away from the actual concentration of the market. Also inter with wrong location, is scanty capital for the liquidity flow of the business one vital issue most often over looked is that wrong or inappropriate allocation of small scale business. It is later that work is aimed at considering especially the efficient way effective budgetary control would ameliorate that small scale industries in their day to day running of the firm. The giant stride made by Nigeria business men from trading mainly buying and selling to manufacturing is in mary respect a step toward the direction of transformation Nigeria economy from a non-agricultural dependence to a vibrant technological one.
This process began in 1851 when the British colonial government took control of the area that has become a major Nigeria treading company Chiefly, the Royal Niger company. The expansion of trade was the primary instrument for carrying out their “Oval management in Nigeria” (tadi POA 1970), Nigeria and foreigners alike therefore were poised to develop the various sectrs namely the industrial, commercial and agricultural sector which plays a vital role in the Nations economic development process.
The growing complexity of business has invariably contended with making planning as an indispensable tool for business success. In the past years when business system was still simple, social responsibilities and competition because almost Non-existent and it was only necessary to posses management flair and determination to successful ex-ploit opportunity. The situation has now completely change with the automation (Methods and machines to save human labour) revolution of the sixties couple with the fast rate of technological change and business environment has equally witnessed repaid change. The demands being made on the business so many and varied and essentially that on business can ignore them and continue.
It is know fact that business has to harness in addition to all its resources, external forces such as legal restriction and obligation, social responsibilities change in population cum population structure and competition in the market. There is no production without a substitute as the market is general property, no single business concern has any exclusive right over it (Edward T Mevin 1978) correctly put it that a business concern must have to “wage aware” Its own share of the market. It must strive to maintain the position and at the some time purpose growth objective. As a mater of fact, when lost are rising one would expect revenue to rise also but unfortunately. The relationship is never linera. Government intervention in the area of pricing makes it difficult, to increasing price in viz –a viz rising cost and in order to service the business must control its other controllable cost. This requires persistence and conscious effort. All the above problems makes the situation a complex one that needs to be properly managed as argued by many scholars of management.
TABLE OF CONTENTS
TITLE PAGE i
APROVAL PAGE ii
TABLE OF CONTENTS vi
1.0 Introduction 9
1.1 Objective of Studies 12
1.2 Methodology 13
1.3 Definition of Terms 13
2.0 Review of Related Literature 15
2.2 An Overview of effective budgetary control
2.4 The sales force Approach
2.5 The Owner/Managers Estimate Approach
2.6 Executive Judgment Approach
2.7 Measures of Achieving the plan targets
2.8 Rational for Budgetary Control
2.9 Types of Activities of Small business in Nigeria.
3.0 Summary of Findings 22
3.1 Recommendation 23