Uppsatsen syftar till att studera banker som utövar traditionell budgetstyrning och banker som har frångått budgetering. Studien undersöker alternativa styrningsmetoder som kan tillämpas vid en budgetlös styrning och hur det kommer sig att traditionell budget utövas trots deras kritik. Dessutom analysera hur ledarskapet ser ut beroende på metod som utövas. Centraliserade organisationer fattar beslut på högre nivåer, medan decentraliserade organisationer har beslutsfattande och ansvar på lägre nivåer, närmare kunden. Organisationsstrukturen påverkar styrningsmetoden på så sätt att: Bankkontoren inom centraliserade organisationer har möjlighet att ta beslut som berör det enskilda kontoren, inom givna ramar. Decentralisering möjliggör för bankkontoren att arbeta mer självständigt. Studien visar att alternativa metoder banker arbetar med är exempelvis att bankkontoren upprättar egna verksamhetsplaner. Därefter involveras medarbetarna genom att de utformar sina handlingsplaner utifrån verksamhetsplanen. Målen ska vara mätbara, realistiska och nåbara, samt upprättas i nyckeltal. Metoden möjliggör för kontoren att anpassa sig efter den lokala marknaden. Budget är användbar för att se organisationens resultat, fungerar som ett verktyg för att uppnå de långsiktiga målen och upprättas för koncernledningen och VD. Det framkommer i studien att budget brukar stämma in och ger tydliga ramar att förhålla sig till. Budget motiverar medarbetarna till att arbeta mer effektivt och ger en känsla av trygghet. Studien framhäver tre distinkta ledarskapsstilar; Transformativt-, det ”Tjänande” ledarskapet (Servant leadership) och Autentiskt ledarskap. Där två av dem tillhör det etiska ledarskapet och den tredje anses vara önskvärt och effektiv. Det framkommer att budgetstyrda bankkontor utövar det ”tjänande” ledarskapet och transformativt ledarskap inom budgetlösa kontor. / This thesis aims to study banks that practice traditional budgeting and banks that practice Beyond Budgeting. This study investigates alternative control systems that could be applied when budget is not exercised and how come others practice budget despite bad criticism. And analyzes whether leadership differs depending on which control system is used.Centralized organizations make decisions on higher levels, decentralized organizations have their decision making and responsibility on lower levels, closer to the client. The organization’s structure affects the control system in the way that; banking office within centralized organizations can make decisions which concerns their own office, as long as it’s within organization’s frames. Decentralization enables the banking office to act more independently.This study shows alternative control systems that banks could work with is for example letting banking offices establish their own operational plan. Thereafter involve co-workers by having them formulate their plan of action, based on the operational plan. The objectives have to be measureable, realistic and achievable, and established in terms of key performance indicator. The method enables banking offices to accommodate the local market.The budget is useful to look at the organizations result, works as a tool to achieve long term goals and is established for the group executive board and CEO. It appears that the outcome usually corresponds with the budget, and that the budget gives distinct frames to stay within. It motivates co-workers to work more effectively and gives a feeling of safety.This study accentuates three distinct leadership styles; Transformational-, Servant- and Authentic leadership. Two of them are considered ethical leadership and the third pass for being desirable and effective. It appears that banking offices that practice budget exercise servant leadership and transformational leadership is used in banking offices that practice Beyond Budgeting.

The main aim of the thesis work is a description of internal budgeting. The work is divided among eight basic questions concerned with company budgets compared with my observations from the firm. Theoretical part came out from a basic managerial accounting literature. Internal information, methods and tabs from branch of Japanese firm which act her business in a local Czech market.

Bakgrund: Budget är en av de centrala delarna inom ekonomistyrning och är vanligt förekommande i många företag. Trots det finns missnöje med budgeten kring att den är tidskrävande och det är svårt att förutspå framtiden. Inte minst i en så pass snabbt föränderlig och oförutsägbar bransch som transport- och logistikföretag tillhör. Från missnöjet uppkom konceptet med budgetlös styrning, som bygger på prognoser och andra tillvägagångssätt för kontroller. Trots missnöjet använder sig företag fortfarande ofta av ett traditionellt budgetsystem, vilket väcker frågetecken kring varför det är så.    Syfte: Uppsatsens syfte baseras på undersökningar om hur budgetarbetet inom transport- och logistikföretag har påverkats av nya omständigheter i omvärlden. Det kommer utredas om det traditionella budgetsystemet numera präglas av icke budgetsystem inom ramarna för budgetlös styrning. Resultaten av denna uppsats ska sedan kunna vara en grund för andra företag att dra lärdom av och bidra med ytterligare ett synsätt för utvecklingen av budget.   Metod: För att genomföra studien har vi valt att använda oss av ett kvalitativt synsätt med semistrukturerade intervjuer. Fem personer med någon form av ekonomiansvar från fem företag med olika storlek och geografisk utbredning har intervjuats med frågor om deras ekonomistyrning, med fokus på budgeten.      Slutsats: Den slutsats som går att dra från studien är att många företag använder sig av budget. Flera av dem har implementerat kompletteringar som går att kopplas till det budgetlösa styrsättet, men har inte övergett budgeten helt. Det finns ett generellt missnöje med budgetprocessen hos respondenterna, men konceptet budgetlös styrning är förbisett, eftersom få vet vad det skulle innebära i praktiken. / Background: Budget is one of the central aspects in financial management and is used in many organizations. Although, there is a lot of dissatisfaction with the process concerning the amount of time it takes and it is difficult to predict the future. Not at least in an industry so rapidly changing and unpredictable as transport and logistics. Based on this dissatisfaction, the concept of beyond budgeting arised. Beyond budgeting focuses more on forecasts and other forms of control. Despite this dissatisfaction, organizations and companies still use the traditional budgeting systems, and the question is why that is.    Purpose: The purpose of this paper is to investigate whether budgeting processes in companies in the transport and logistics industry have been affected by new circumstances in the world. It will be investigated if the traditional budgeting systems has been characterized with the beyond budgeting ideas. The results of this study will later on be a base for other companies to learn from and contribute with a new approach for the development of budget.    Method: To complete this study we have chosen the use of a qualitative approach with semi structured interviews. Five people with some kind of financial responsibility from five companies of different sizes and geographical distribution have been interviewed with questions about their financial management, with focus on the budget.    Conclusion: The conclusion drawn from this study is that many companies use budgets. Some of them have implemented improvements which can be connected to beyond budgeting, but the budget has not been completely abandoned. There is a general dissatisfaction regarding the budget process among the respondents, but the concept beyond budgeting is overlooked, since few of them do not know how it would be involved in practice.

In recent decades, the traditional budget has come under heavy criticism with researchers and practitioners calling it a "relic of the past" as it hinders the ability of organizations to respond to and keep up with changing market conditions. As a result, alternative approaches to budgeting have been developed:beyond budgeting, activity-based budgeting and rolling forecasting. However, at the same time, traditional budgeting continues to be widely used. Therefore, the aim of the study is to understand and assess the reasons for the persistence of traditional budgeting, as well as to explore the ways traditional budgeting can be improved in repsonse to the criticism leveled at it. To achieve the aim, the study was carried out in the form of a case study. The case chosen was Värmlandstrafik, an organization responsible for organizing public transport in Värmland, Sweden. Research data was collected through interviews with the case study`s employees. A total of 10 interviews were conducted from different departments including Finance, Bus, Trail, Service, and IT. The results indicated that traditinoal budgeting is far from dead and remains valuable tool mainly for its planning, control, and performance management functions. Another finding was that traditional budgeting criticism can be addressed by incorporating already existing management tools (e.g. forecasting) rather than taking an "either-or" approach to the alternatives and budgeting. However, the study´s findings also suggest that budgeting approaches are context-specific, making it difficult to draw generalizable conclusions about their strengths and weaknesses.

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Internal audit departments strive to control risk within an organization. To do this they choose specific audit areas to include in an audit plan. In order to select areas, they usually focus on those areas with the highest risk. Even though high risk areas are considered, there are various other restrictions such as resource constraints (in terms of funds, manpower and hours) that must also be considered. In some cases, management might also have special requirements. Traditionally this area selection process is conducted using manual processes and requires significant decision maker experience. This makes it difficult to take all possibilities into consideration while also catering for all resource constraints and special management requirements. In this study, mathematical techniques used in capital budgeting problems are explored to solve the IT audit area selection problem. A DSS is developed which implements some of these mathematical techniques such as a linear programming model, greedy heuristic, improved greedy heuristic and evolutionary heuristic. The DSS also implements extensions to the standard capital budgeting model to make provision for special management requirements. The performance of the mathematical techniques in the DSS is tested by applying different decision rules to each of the techniques and comparing those results. The DSS, empirical experiments and results are also presented in this research study. Results have shown that in most cases a binary 0-1 model outperformed the other techniques. Internal audit management should therefore consider this model to assist with the construction of an IT internal audit plan. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2015

Internal audit departments strive to control risk within an organization. To do this they choose specific audit areas to include in an audit plan. In order to select areas, they usually focus on those areas with the highest risk. Even though high risk areas are considered, there are various other restrictions such as resource constraints (in terms of funds, manpower and hours) that must also be considered. In some cases, management might also have special requirements. Traditionally this area selection process is conducted using manual processes and requires significant decision maker experience. This makes it difficult to take all possibilities into consideration while also catering for all resource constraints and special management requirements. In this study, mathematical techniques used in capital budgeting problems are explored to solve the IT audit area selection problem. A DSS is developed which implements some of these mathematical techniques such as a linear programming model, greedy heuristic, improved greedy heuristic and evolutionary heuristic. The DSS also implements extensions to the standard capital budgeting model to make provision for special management requirements. The performance of the mathematical techniques in the DSS is tested by applying different decision rules to each of the techniques and comparing those results. The DSS, empirical experiments and results are also presented in this research study. Results have shown that in most cases a binary 0-1 model outperformed the other techniques. Internal audit management should therefore consider this model to assist with the construction of an IT internal audit plan. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2015

Local government, as government at grassroot, has, probably undergone transformation more than any institution in post-1994 South Africa. State-of the-art legislation have been passed that have restructured municipalities, and, especially, in the areas of performance and conduct of councillors and officials. Prominent in the areas of transformation are the roles of the Executive Mayor, which are no longer ceremonial as well as the radical changes which have been legislated in municipal financial management. This study was undertaken to determine the challenges that confront the Executive Mayor in financial management in selected local municipalities in the Free State. The hypothesis was formulated that "despite the state-of-the art legislation to regulate municipal finance, Executive Mayors in municipalities face the challenge of poor service delivery as a result of noncompliance to financial statutes due to human resource incapacity". To test the hypothesis, use was made by empirical research that comprised questionnaires completed by sample of managers and officials in the selected local municipalities of Mafube, Metsimaholo, Moqhaka and Ngwathe.The findings, amongst others, were that: • Human capital in the 4 selected local municipalities are in their prime age. 69 percent of managers are in the aged between 30 years to 50 years; • 57 percent of the managers responded that they have adequate qualifications and training to pursue the challenges in municipal finance; • All 4 municipalities normally get their budgets approved as required by compliance. • The hypothesis was consequently, invalidated. The study ends with recommendations to help improve standards and quality of financial management practice in the 4 municipalities.

Local government, as government at grassroot, has, probably undergone transformation more than any institution in post-1994 South Africa. State-of the-art legislation have been passed that have restructured municipalities, and, especially, in the areas of performance and conduct of councillors and officials. Prominent in the areas of transformation are the roles of the Executive Mayor, which are no longer ceremonial as well as the radical changes which have been legislated in municipal financial management. This study was undertaken to determine the challenges that confront the Executive Mayor in financial management in selected local municipalities in the Free State. The hypothesis was formulated that "despite the state-of-the art legislation to regulate municipal finance, Executive Mayors in municipalities face the challenge of poor service delivery as a result of noncompliance to financial statutes due to human resource incapacity". To test the hypothesis, use was made by empirical research that comprised questionnaires completed by sample of managers and officials in the selected local municipalities of Mafube, Metsimaholo, Moqhaka and Ngwathe.The findings, amongst others, were that: • Human capital in the 4 selected local municipalities are in their prime age. 69 percent of managers are in the aged between 30 years to 50 years; • 57 percent of the managers responded that they have adequate qualifications and training to pursue the challenges in municipal finance; • All 4 municipalities normally get their budgets approved as required by compliance. • The hypothesis was consequently, invalidated. The study ends with recommendations to help improve standards and quality of financial management practice in the 4 municipalities.

Participatory budgeting (PB) is a governing mechanism whereby citizens decide how to allocate part of a local budget. It promises greater accountability, efficiency, and citizen participation in the budgetary process with minimal cost and effort. The process is in place in hundreds of cities in Latin America, but what is unclear in the scholarship is what factors and pre-conditions determine its success. This case study of Córdoba, Argentina is useful for analyzing whether a consideration of pre-conditions is useful in predicting success. This study isolates the primary influential factors to determine why only 10% of projects have been completed and participation rates are declining by: examining the structure, funding, history, and political and social context of participatory budgeting; comparing Córdoba to other similar countries that have adopted participatory budgeting; conducting key informant interviews; and participating in PB workshops. Of the pre-conditions identified in the study, waning political will and political distractions most influenced the evolution of PB in Córdoba. Despite these setbacks, key individuals both inside the government, such as Director of Participatory Budgeting Jorge Guevara, and outside, such as the members of the Grupo Promotor de Participación Ciudadana (GPPC), operated as a web to generate social capital where institutional knowledge and political will were lacking. The presence of such a web suggests that given the opportunity, PB in Córdoba may yet improve and thrive. I conclude by recommending a strategic planning methodology as a means for cities to independently evaluate their participatory budgeting performance. / text