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Large organizations typically mandate that managers attend budget meetings and exchange budget reports with their immediate supervisor and budget staff. We explored whether such organization-mandated budgetary involvement is related to managers’ budgetary communication with their supervisor in terms of budgetary participation, budgetary explanation, and budgetary feedback. Questionnaire data from 148 managers employed by 94 different companies were analyzed with regression. Mandatory budget meetings with supervisor had a positive relationship with all three forms of budgetary communication with supervisor, and mandatory budget reports from supervisor had a positive relationship with budgetary explanation from supervisor. Mandatory budget meetings with budget staff had a positive relationship with both budgetary participation with supervisor and budgetary feedback from supervisor. Mandatory budget reports from budget staff had a negative relationship with all three forms of budgetary communication with supervisor. The results failed to support proposed relationships between mandatory budget reports to supervisor and budgetary participation with supervisor, and between mandatory budget reports from supervisor and budgetary explanation from supervisor. Implications of the results for future research and budgetary system design are discussed.

This chapter is devoted to budget investments in the Russian Federation, which nowadays have a double meaning. This fact often causes confusion and misunderstandings in the implementation of investment activities.

Traditional Russian understanding of investment corresponds to the concept of capital expenditures or investments in fixed assets. As a result of budget investments, according to the budget legislation, the cost of public property necessarily increases. Such investments are budget expenditures for the creation (or purchase) of new capital assets. In this case, the budget investments are like a synonym for capital expenditures.

A new approach to the concept of cost of investments is linked to perception and rethinking of the concept of investment prevailing in the countries of Western Europe and North America. Under this approach, investments are understood as a commercial activity of the foreign investors, which consist of investing their funds in an unlimited range of objects of entrepreneurial activity in the territory of Russia. This approach is also embodied by the legislation of the Russian Federation.

However, in the second (not traditional for Russia) meaning, investment are carried out at the budget execution. These are, for example, assets of sovereign wealth funds of the Russian Federation, which are called the Reserve Fund and National Welfare Fund. These funds are formed by part of the revenues associated with oil production in the case of it exceeding its cost base per barrel, and the free assets of these funds are located in certain foreign currencies and securities.

This chapter defines the prospects of treasury technologies considering the current financial environment in Russia. The purpose of this chapter is to justify the promising treasury technologies, which improve the quality of budget flows’ management. The authors highlight the mission, role, and values of treasury institute. The evaluation of its functional activity and efficiency as well as the world experience in the development of the institution is provided. Comparative analysis of treasury technology for the implementation of foreign budgets with domestic practice is provided. The need for development of treasury technologies providing the liquidity of “single treasury account” is justified. This chapter suggests expanding the positive experience of the Federal Treasury using treasury technologies to ensure the efficient use of budgetary funds on both, regional and local levels.

The formation of an information society in Russia requires new approaches in the implementation of citizen’s rights to access information. At a modern time, when the resources of internet are available to almost everyone, the modern financial and legal institutions adapt or are obliged to adapt to the modern model of the information society. Not so long ago, just at the beginning of the twenty-first century, new information and legal concept – Civil budget – was introduced. The authors tried to show concrete examples of what it is, what it is, its structure and principles. The authors believe that the realization of the idea of a Civic budget in the Russian Federation will increase the accessibility of information for citizens about the financial performance and financial state and municipalities will allow the State itself, through its Government and the Parliament, to form the budget, based not only on macroeconomic goals and objectives of the country, and objectives of each, even the most small territorial unit in accordance with the needs of living of its citizens.

The problem is not new and, in one way or another, exists in all States, but many countries have undertaken very effective reforms and have made improvements in the situation. For example, in Brazil, in the city of Port Alegre, a budget initiative was launched in 1990. Then, it was “replicated” in 400 prefectures throughout the country. The procedure begins with the assembly of residents of the district, where citizens discuss and outline budget priorities, and ends with the approval of the city budget by delegates directly elected at district assemblies. The success achieved in Porto Alegre was further spread: in 1996-2000, budgeting options were implemented in 100 municipal districts, including São Paulo. In 2000-2004, it is estimated to be implemented in another 250 municipalities.

The access of the population to budget information is a positive factor not only from the point of view of budgetary law but also in the legal field of information law. Such an opportunity is a direct implementation of principles of the industry such as the principle of publicity and the principle of priority of individual rights. State bodies that form and execute the state budget are, initially, already subjects of the information law, but the above-mentioned activities for monitoring, collecting and providing information within the framework of the Civil budget concept lead them to a new qualitative level of rights and obligations within the framework of information relations, which is unquestionably a positive factor for the activities of these bodies.

The authors believe that the realization of the idea of a Civic budget in the Russian Federation will increase the accessibility of information for citizens about the financial performance and financial state, and municipalities will allow the State itself, through its Government and the Parliament, to form the budget, based not only on macroeconomic goals and objectives of the country, and objectives of each, even the most small territorial unit in accordance with the needs of living of its citizens.

The purpose of this paper is to understand whether budgetary controls at clubs have changed from the mid‐1980s to the first decade of the twenty‐first century.

The survey instrument is mailed to the members of the Club Managers Association of America. The questionnaire includes demographic data as well as information on budgetary controls.

For control purposes, comparisons to the original budget and actual numbers during the current decade have increased significantly from comparisons in the prior decade. The median variance tolerance for food and labor costs has declined from the mid‐1980s to the mid‐1990s and now to the first decade of the twenty‐first century. Median variance tolerances for beverage costs are slightly higher in this study than in the mid‐1990s study.

The authors are unable to determine any statistical differences between current and prior studies due to a lack of prior data. Further research on tolerable control variances can be studied for other costs, such as supplies, energy, and fixed charges.

This paper provides findings that can help managers as they compare their budgetary control practices with US club industry practices. Educators can provide selected cost control information to their hospitality students focusing on club management and researchers can use this information as a base for further research in cost control areas.

This paper is the first paper on budgetary controls in the US club industry in the twenty‐first century.

There is massive interest within the financial community in ways of improving and shortcutting the arduous process of planning and budgeting. Sponsored by Accenture, researchers at Cranfield School of Management’s Centre for Business Performance reviewed the literature and interviewed 15 leading companies to obtain insights into the best practices organizations are actually adopting. While some companies have simply exorcised the term budgeting from their corporate vocabularies, a group of pioneering Scandinavian companies have dispensed with budgeting altogether.

The aim of this paper is to provide a detailed review on the issues that cover the Budget Law No. 23 of 2005 regarding rules of the general budget and the final accounts preparation in United Arab Emirates (UAE).

The discussion revolved around different issues covered by the above law; those issues include fundamentals, general budget classification, preparation of the budget, budget approval, and issuance, budget implementation, monitoring, final accounts, autonomous agencies budget, and general and final terms.

From this review, one can say that this law covers all stages of the budgetary process, planning, implementing, controlling, and preparing the final account. Moreover, the budgetary system is more compatible with performance‐based budgeting as it holds up appropriate policies in its strategy to budget programs in the medium term rather than in short‐term cash management.

This research studies, the budget process, and final accounts preparation throughout reviewing the rules enforced by UAE Federal Law No. 23 of 2005.

This article reports key findings from a comprehensive survey concerning budgeting within UK hotels. A postal questionnaire was sent to company finance directors. The results are based on 44 companies representing a 45.4 per cent response rate. It considered many aspects of budgeting policies and procedures such as: why they use budgets; who is involved in the process; for what time period they produce budgets; the use made of flexible budgets and zero‐based budgeting techniques; and how budgets are used in the control process. Key results indicate that the main use of budgeting was to evaluate performance and aid control. In producing budgets the bottom‐up approach was most commonly used, but not as widely as in the USA. Zero‐based budgeting and flexible budgeting techniques seemed under‐utilised. As 59 per cent of organizations did not review their budgeting policies and procedures on a routine basis it is possible organizations could be making better use of their budgets to aid the organization. It might also be possible that some theoretical techniques are not appropriate in an hospitality environment.