In this lab, we explore the effects of natural selection...

In this lab, we explore the effects of natural selection on a snail population in two separate environments. Natural Selection is a theory first introduced by Charles Darwin, who suggested that populations produce a large number of offspring which leads to limited resources for survival. This theory states that individuals who are best adapted to the environment are the ones who survive and live on to reproduce and pass on their genetic information to offspring. The adapted traits would accumulate and change the population over time. The environment determines which traits are most evolutionary desirable to an organism. If a population should move or should the environment change, a different set of traits would be the most advantageous†¦show more content†¦Results In the grassy habitat, the green allele frequency among the snail populations steadily increased as the brown allele frequency decreased. The BB and Bb genotype frequencies increased while the bb genotype frequenc y decreased. The green snail phenotype increased while the brown snail phenotype decreased. In the forest floor habitat, the brown allele frequency among the snails increased as the green allele frequency decreased. The BB and Bb genotype frequencies decreased while the bb genotype frequency increased. The brown snail phenotype increased while the green snail phenotype decreased. Discussion This lab is a fundamental example of Darwin’s theory of Natural Selection because it clearly shows the changes in population that were created because of traits that were considered to be the most advantageous in certain environments. These desired traits were then passed down to subsequent generations leading to a change in the overall genotype and phenotype frequencies of the population. This lab investigation also demonstrated the importance of environment in the role of natural selection. If the brown snails that lived in the grassy field had moved to a different location or had the environment changed, such as the grass in the habitat dying and turning brown, then their survival rates would have been much different.Show MoreRelatedMarketing Management130471 Words   |  522 Pagesreasons why marketing is considered important in this era To assess the various marketing approaches and principles 3. MARKETING MANAGEMENT: Marketing has evolved into a very important functional area in management basically due to the increasing supply and lower demand over the years. This is primarily through the competitive intensity in every sphere of the market. When competition increases, as you know, every firm wants to be heard in the market. This will make the firms to be different than

Kant s Philosophy Of Philosophy - 1220 Words

During the 18th century, the world was just reeling from the philosophical teachings of David Hume, when Immanuel Kant—Father of Western philosophy—entered the picture. Kant’s â€Å"central question was whether metaphysics—as the science of being itself—objects as they exist fundamentally and independently of our perceptions and interpretations, is possible† (Richards 1). It is said that Kant was sent to rescue philosophy from the hands of Hume. After consulting Hume’s works, however, Kant came to the â€Å"conclusion that metaphysics was not possible, but that we humans do it anyways† (Richards 1) So if metaphysics doesn’t exist, how do we create it anyways? Did Kant save Metaphysics, or bring it to an end? For Kant, the crux of metaphysics comes down to the viability of two varying explanations of gaining knowledge—Rationalism v. Empiricism. Before Kant could really beat down and kill metaphysics, he had to consi der and draw from the works of Hume and the rationalist approach to metaphysics. Rationalism is â€Å"a philosophy that holds (that) it is possible to gain knowledge of reality by reason alone; all human knowledge can be brought into a single deductive system† (Psychologydictionary.org). How can we gain knowledge from reason alone, about the universe? Well according to Hume, the contents of the mind consist of ideas—sense— and impressions—experience, â€Å"relations of ideas exemplified by mathematics† (Wake Forest University). Relations of ideas are the only statementsShow MoreRelatedKant s Philosophy Of Philosophy2351 Words   |  10 Pagesphilosopher, tutor and professor, Immanuel Kant, contributed highly complex deontological works of philosophy during the time of the Age of Enlightenment—an era when learned men in society urged others to live according to reason and individualism, rather than continuing simply to follow tradition. Thi s was a time for questioning, for employing scientific, evidentiary knowledge where once there had been action only according to faith, to unsupported beliefs. Kant s works aided in bringing important changesRead MoreKant s Philosophy On Moral Philosophy Essay1519 Words   |  7 PagesAlthough Kant s philosophy, outlined in The Groundwork for the Metaphysics of Morals, has some value as a moral guide, it alone is not always sufficient. After analysing Kant s objective moral imperative, I will show that implementing his philosophy has the potential to permit what is considered to be immoral. This is due to its rigid conditions, which are formed on the basis that he believes in the existence of a perfect morality that always holds true. However, I will argue that there is notRead MoreImmanuel Kant s Philosophy And Philosophy1389 Words   |  6 PagesResearch Paper- Immanuel Kant Immanuel Kant was a famous philosopher whose philosophical influences impacted almost every new philosophical idea, theory, concept etc. In a sense, he was considered the central face of contemporary philosophy. Kant spent his whole life in Russia. Starting out as a tutor, to then a professor, he lectured about everything; from geography to obviously philosophy. In his early life, he was raised to emphasize faith and religious feelings over reason and theological principlesRead MoreImmanuel Kant s Philosophy On Philosophy844 Words   |  4 Pagesnot know where and what to follow. Therefore, many philosophers came up with ideas to convince people to live  ¨better ¨. Rationalism related with the overview of mathematical approaches into philosophy during the period by the major rationalist figures such as Descartes, Leibniz and Spinoza developed people ´s way of thinking in many different ways. Rationalism is perspective which engages the rational and deductive reason, an opposit e structure from personal experience or teachings as the foundationRead MoreKant And Kant s Philosophy1657 Words   |  7 Pagesuniversal a priori condition which alone things can become objects of our cognition in general[.]† -Immanuel Kant, p 20 of Critique of Judgment This quote most aptly describes Kant’s purpose in writing a critique of aesthetic judgment, with the most important term being â€Å"transcendental.† The Oxford Dictionary defines the word as â€Å"presupposed in and necessary to experience† (what Kant refers to as a priori). In this sense, it is something that pertains to elements of human experience and thenRead MoreKant And Kant s Moral Philosophy Essay1709 Words   |  7 PagesMoral Philosophy Every moral philosopher has their own moral approach and method to arriving at a moral decision. This is an overview of Kant, Mill, Aristotle and Held s moral approaches as well as their similarities and differences to each other. Kant s main point in The Categorical Imperative is that the morality of one s actions should be judged based on the motives behind the action. Kant also states that the only correct maxims are those which are universal laws. According to Kant, ourRead MoreKant s Philosophy On Moral Philosophy1515 Words   |  7 PagesImmanuel Kant presented his most notable positions on moral philosophy in his book The Groundwork of Metaphysics of Morals. Georg Wilhelm Friedrich Hegel subsequently presented a number of objections to Kant’s positions, mainly in his book The Phenomenology of Spirit. Hegel presents objections to Kant in two different ways, implicitly and explicitly. Hegel gives arguments against Kant’s moral theory as well as the general philosophical thought that produces the moral theory that Kant presents. ButRead MoreKant And Kant s Philosophy2023 Words   |  9 PagesImmanuel Kant was an exceptional philosopher who often fantasized about the wonders of the human per ception. Through the power of imagination in the human mind Kant was able to postulate possible answers to the great questions of existence. He was daring and bold to wonder what constitutes the beauty of the human soul, how the existence of an all-powerful entity would be possible, and also what do human beings really do to perceive their surroundings. With such notable works as Critiques of PracticalRead MoreKant s Philosophy On Moral Philosophy1991 Words   |  8 PagesKant really focuses his arguments regarding to moral rules that are necessary and universal, such as moral law that would hold up to all rational beings. In Kantian ethics, Kant offers two different explanations of moral law, the formula of the universal law of nature and the formula of humanity as an end in itself. In this paper, I am going to focus on explaining, reconstruct, and analyze on the first topic which is the formula of the universal law of nature regarding to the lying promise. KantRead MoreKant And Kant s Theory Of Philosophy953 Words   |  4 PagesINFLUENCED BY: Kant was influenced by the scientist known for discovering gravity, Isaac Newton. Kant viewed the universe in a very mechanistic way, i.e., things operated according to fixed rules and emphasized the pre-eminence of reason as an authority for knowledge. It was this emphasis on reason that lead him towards his deontological theory, therefore he was concerned with the actions, not the consequences. Kant theory was influenced by: †¢ Religion: Kant thinking was used in Britain to challenge

Impact of culture on cross cultural managerial practices Free Essays

Introduction In this study the researcher has chosen to compare and contrast the managerial practices of British and Chinese managers in relation to their respective cultures and how their cultures affect their management. Amongst the nations of the world, the People’s Republic of China stands out as an economic giant. Several decades ago the Gross Domestic Product of China had grown up to 10 per cent per year and in the twenty first century, China has become the third largest consumer in the world (The Economist, 1994; Davies, 1889; People’s Daily, 1998). We will write a custom essay sample on Impact of culture on cross cultural managerial practices: or any similar topic only for you Order Now Thus as the significance of China in the global market is gradually increasing, the managerial ideology of the Chinese business sector have also started being well-documented so that Western businesses can refer to them when interacting with the communist-influenced managers (Weiss Bloom, 1990; Tung, 1988). The cultural and societal values of China include individualism, Confucianism and collectivism, the reflection of which can be seen in the practices of Chinese managers in addition to their paradoxical struggle to keep a balance between traditions and modernity (Bond, 1991; Boisot Child, 1996; Redding, 1990; Ralston, Yu, Wang, Terpstre He, 1996). China’s coastal city Shanghai, has been an international trading and commercial centre for several centuries [Yeung Hu, 1992]. Studies on economy, education and technology indicate that Shanghai was industrialized before the Communist revolution in 1949, Furthermore, the city also largely benefited from the economic reform in 1980s and is amongst the designated â€Å"fourteen open cities† of China. Shanghai and Beijing have the longest heritage of University qualified managers and these two cities of China have the highest emphasis on education. A comparison of the two cities has been elaborated below: TABLE 1 Summary of the Historic, Geographic, Economic and Educational Characteristics of the Two Cities NORTH CENTRAL [Beijing]EAST CENTRAL [Shanghai] 1LOCATION CHARACTERISTICS A.Costal or inland locationINLANDCOASTAL B.Located on navigable waterYESYES C.Opened to foreigners after the Opium War-1840NOYES D.Foreign commercial and trading center over the past centuryNOYES 2INDUSTRIALIZATION CHARACTERISTICS A.1980s economic reform (one of the 14 open cities)NOYES B.Industrialized pre- or post- Communist RevolutionPOST-1949PRE-1949 C.Level of industrial output in the region (1990)MODERATEHIGH D.Increase in output per capita (1984-1990)MOD/LOWHIGH 3EDUCATION CHARACTERISTICS A.Educational emphasis (students enrolled in college per 1,000 inhabitants)10.97.5 B.Beginning of educational emphasis (length of time that college education was available)1890s1910s Table 1 (Ralston, Cheng and Wang 1996) Based on these regional differences, and the focus of this report on the compatibility of regional values with Western values, a number of speculations can be made: the managers in Shanghai, due to their vast exposure to International markets have more probabilities of adopting Western-oriented styles of communication and negotiation, due to the higher level of technology, education, foreign trade and industrialization in Shanghai. Also, education has tended to make these individuals more inquisitive, and thus, more likely to be open to a new values orientation. Chinese Versus British Managerial Practices: Likemost of the Asian managers, the Chinese prefer establishment of a healthy working relationship while the main focus of their British counterpart is actually getting a contract signed (Pye, 1982). Due to the high amount of value placed in tradition and conformity, the Chinese managers tend to depend more upon an avoiding style, they tend to be indirect and formal in their speech and try to create a win-win situation while the British managers are frank and keep a light and open working environment (Salacuse, 1998). According to Liu (2000), the organizational commitment observed by the Chinese managers is a top to bottom social exchange between the employer and the employees with a focus on organizational development while according to Kanungo and Wright (1983) the British managers give more significance to autonomy and individual achievement. In the following figure, the cross-cultural differences are conceptualized. As shown below, the development policy of Chinese comes in the d imensions of social exchange and staying developed while that of the British management is more inclined towards economic exchange. Liu (2000). The European and Chinese negotiation styles vary in accordance with their region, language spoken, nationality, and other situational factors. According to a research the British negotiators are aggressive in their dealings while the Orientals stay surprisingly calm (Brett et al., 2001). Bass and Eldridge (1973) noted that the successful manger from U.K. placed great emphasis on the motive of profit building whereas their Chinese counterparts gave more significance to ending the deal with a good note. While studying the numerous value differences between managers from different countries including the United Kingdom and China, Ralston et al. (1992) revealed greater intra-cultural variance than inter-culture. According to the survey research conducted by Salacuse in 1998, a number of factors have been brought forward in his research, on the basis of which the cultural backgrounds of Chinese and British managers differ in their conduct namely: Aim of communication(contract or relationship) Personal style Agreement building process Communication style Negotiation attitude Time sensitivity Emotionalism In the same research the author has drawn a comparison between the negotiating styles of Chinese and British managers, which as depicted in the results are very opposite to one another. Following are some of the enlisted differences: Chinese NegotiatorsBritish Negotiators Negotiation goal: contract45 percent47 percent Negotiation attitude: win-win82 percent59 percent Personal style: formal46 percent35 percent Communication: Direct82 percent88 percent Time sensitivity: high91 percent94 percent Emotionalism: high73 percent47 percent Form of Agreement: general27 percent11 percent Salacuse (1998). International Negotiation and Communications: According to Ralston et al. (1992), in a global economy, it is crucial to understand the values and behaviour of managers, since most of the time the business philosophy of a country depends upon the values and cultures held by the managers. In addition to this, Tung and Miller (1990) also noted that in order to build a healthy cross-cultural working relationship it is necessary to understand the values and attitudes of the counterpart. A recurrent idea in international business studies is that problematic misunderstandings arise when culturally differing managers get together to resolve a conflict (Adler Graham, 1989; Maddox, 1993, Hofstede, 1991). Negotiation may be defined as an exchange of signals, and since different nations have different signalling languages, the opposite party can easily misinterpret or misread a message. According to Pye (1982, pp. 20-23), the Western managers often have problems communicating with the Orientals due to their diverse cultural backgrounds: â€Å"Unquestionably the largest and the most intractable category of problems Sino-American (or European) business negotiations can be traced to the cultural differences between the two societies†¦ Conscious efforts to take into account the other party’s cultural practices can eliminate gross misunderstandings but cultural factors continue to surface and cause problems in more subtle and indirect ways†. References: Adler, Nancy J. Graham, J. L., 1989. Cross-Cultural Interaction: The International Comparison FallacyJournal Of International Business Studies, 20(3), Pp.515-37. Adler, Nancy J. Jelinek., M., 1986. Is â€Å"Organization Culture† Culture BoundHuman Resource Management, 25, Pp.73-90. Bass, Bernard M. Eldridge, Larry D., 1973. Accelerated Managers’ Objectives In Twelve Countries. Industrial Relations, 12, Pp.157-71. Black J. Stewart Porter, L. W., 1991. Managerial Behaviors An Job Performance: A Successful Manager In Los Angeles May Not Succeed In Hong Kong. Journal Of International Business Studies, 22(1), Pp.99-113 Boisot, M. Child, J., 1996. From Fiefs To Cland And Network Capitalism: Explaining China’s Emerging Economic Order. Administrative Science Quarterly, 41, Pp.600-28. Bond, M. H., 1991. Beyond The Chinese Face. Hong Kong: Oxford University Press. Brett Et Al. (2001). Negotiating Behavior When Cultures Collide: The United States And Japan. Journal Of Applied Psychology, 86(3). Davies, B., 1998. The Biggest Market Retains Its Lustre. Asiamoney, 8(10), Pp.47-49. Erez, M., 1986. The Congruence Of Goal Setting Strategies With Social-Cultural Values And Its Effect On Performance. Journal Of Management, 12, Pp.585-92. Graham, John L. (1993). The Japanese Negotation Style: Characteristics Of A Distinct Approach. Negotiation Journal. Pp.123-139. Hoebel, E. A., 1972. Anthropology: The Study Of Man. 4th Ed. New York: Mcgraw-Hill. Hofstede, Geert, (1985). â€Å"The Interaction Between National And Organizational Value Systems.† Journal Of Management Studies. 22 (4), Pp. 347–357. Hofstede, Geert, 1991. Cultures And Organizations: Software Of The Mind. London: Mcgraw-Hill. Hofstede, Geert,. 1993. Cultural Constraints In Management Theories. Academy Of Management Executive, 7(1), Pp.81-94. Kanungo, R. N. Wright, R. W., 1983. A Cross-Cultural Comparative Study Of Managerial Job Attitudes. Journal Of International Business Studies, 14(2): Pp.115-29. Lebaron, Michelle. (2003). â€Å"Culture-Based Negotiation Styles.† Beyond Intractability. Eds. Guy Burgess And Heidi Burgess. Conflict Information Consortium, University Of Colorado, Boulder. Posted: July 2003 . Liu, X. P., 2000. The Study Of Organizational Commitment And Its Developmental Mechanism. Unpublished Phd Dissertation In I/O Psychology, Zhejiang University, Hangzhou. Maddox, R. C., 1993. Cross-Cultural Problems In International Business: The Role Of The Cultural Integration Function. Westport, Quorum Books. Pye, L., 1982. Chinese Negotiation Style. Cambridge, Oelgeschlager, Gunn Hain. Ralstion, D. A., Holt, D. H., Terpstra, R. H. Yu, Kai-Cheng, 1997. The Impact Of National Cultural And Economic Ideology On Managerial Work Values: A Study Of The United States, Russia, Japan And China. Journal Of International Business Studies, 28(1), Pp.177-207. Redding, S. G., 1990. The Spirit Of Chinese Capitalism. Berlin, Walter De Gruyter. Salacuse, Jeswald, W. (1998). Ten Ways That Culture Affects Negotiation Styles: Some Survey Results. Negotiation Journal. Pp. 221-239. Tung Miller, E. L., 1990. Managing In The Twenty-First Century: The Need For Global Orientation. Management International Review, 30, Pp.5-18 Tung, R. L., 1981. Selection And Training Of Personnel For Overseas Assignments. Columbia Journal Of World Business, 16, Pp.68-78. Weiss, J. W. Bloom, S., 1990. Managing In China: Expatriates Experiences And Training Recommendations. Business Horizons, 33(3), Pp.23-39. Zartman, I. W., 1993. A Skeptic’s View. In Culture And Negotiation, Newbury Park, Sage. How to cite Impact of culture on cross cultural managerial practices:, Essay examples

Alternative Budgetary Systems

Question: Discuss alternative budgetary systems that may be more useful given the changing nature of the business environment. Answer: Introduction: In simple word, budget is an estimated quantitative expression for a set period. On the business perspective we can say that budget is a financial and quantitative statement prepared prior to a defined period of time of the policy to be performed for the purpose of attaining a given business objectives (Amans, Mazars-Chapelon and Villesque-Dubus 2015). The main objective of budgeting and budgetary control in an organisation is all about Planning, Co-ordination, Communication, Motivation, Controlling, Performance Evaluation and clarification of authority and responsibility (Rabiu et al. 2015). Due to rapidly changing environment, organisations may face difficulties in maintaining actual results with the standard, which only enable forecasts and predictions to be made out in future. In this context, the different types of budgetary control system have been opted to fulfil separate business criteria for specific financial target of performances. In this assignment, we are going to discuss the alternative budgetary systems, which organisations may incorporate into their financial planning and controlling process. It will explore Zero based budgeting, Activity based budgeting and Rolling budgeting for understanding different approaches and the pattern of their work. Discussion: The thought of rebuilding the company budget from the scratches can be a nightmare-inducing. Wiping the financial slate clean and starting from ground level is the main theme of Zero-based budgeting which never is an option to be considered as a normal business scenario. In case of ZBB, reviewed by budgeters of every program and expenditure before starting of budget cycle and justify each line item in case of receiving funding (Rigby and Bilodeau 2015). Therefore, it is a process by which funds are allocated based on the program efficiency and as per requirements rather than budget history. ZBB has a power to adopt any type of cost while incorporation of budgetary control such as operating expenses, capital expenditure, general and administrative costs, sales, variable distribution, marketing costs and cost of goods sold as well. At the successful planning of ZBB, organisations can generate radical savings and frees businesses from entrenched department and methodologies. The main highlights of Zero-based Budgeting are as follows: There is no relation with prior year spending with the ZBB budget (Ibrahim 2015). ZBB restricts increment and cuts of spending by not spreading evenly across budget. Budgets are engaged with specific activities and level of business services The entire funding system is targeted more on activities that align with the business strategies. The advantages of ZBB are as follows: It catalyzes broader perspective with departments across the organisation Resulting budget is well organised and justified and aligned to strategy ZBB increases operational efficiency by stringent challenging of assumptions The entire concept is supporting cost reduction by avoiding automatic budget enhancement in result of savings. The disadvantages of ZBB are as follows: The entire budgeting procedure is costly and time consuming as ZBB is rebuilt from deep within annually. In other case, the traditional budgets are maintained simple form and justification needed only for incremental changes. The ZBB procedure is risky because the potential savings are uncertain ZBB may face business cycle timing constraints at the time of execution It may be troublesome to the operation of the organisation The organisational culture or brand reputation could harm with the use of ZBB Specialised personnel are the pre-requirement for execution of this type of budgetary system into the management process. According to Kaplan and Atkinson 2015, Activity based Budgeting is process mainly based on the framework of the business activities. The entire budget is classified with the type of activities of the organisation. Once the full cost of each activity has been calculated the information about the cost driver has been formed and recorded and analysed by the responsible authority. We can describe how this budget is worked in the business environment with an example. For instances, there are two different stages of operation being performed by a manufacturing company of Mobile: related activity mechanism, assembling and the hour rate of each unit manufactured. With the help of two activities, the management might be able to save financial figure by accelerating the batch production, reduction of manufacturing time or even two activities composition may made happen. Therefore, ABB would not only function as monetary saver but can also enforce towards examine each activity. Bu ABB approache s, the management can become familiar with the production process of the business. For the formulation of ABB, the cost-driver is the main driving force for the analysis of profit potentiality of the product or services (Mahieu, Vroman, and Calluy 2015). Therefore, the entire concept of ABB can be divided into three stages: Activity identification and implementation of cost drivers into the business process Forecast the unit number of cost driver for the activity level requirements Ascertain different rates of the cost drivers The key advantages of ABB are as follows: Activity based Budgeting draws attention to related activities of overhead and their associated costs. The more emphasises are given towards the control of such activity costs and try to control the activity volume. While traditional budgeting approach tends to focus on only input costs, ABB maintains to concentrate more on outputs-based approach and recognise the related driver costs of activities (Mahal and Hossain 2015). The entire procedure followed the collection of activities and relate to the entire perspective that links well with the corresponding strategy of organisations. The following are the main disadvantages of Activity based Budgeting: The process of ABB can be considered as difficult by most of the people because organisations want to purchase certain type of activity based budgeting software while executing this budget technique into the particular system. In addition, organisations need to purchase such expensive software at the time of processing this type of budget and pay for licenses. Therefore, the financial burden is associated with the ABB approach. Another thing is that people of the organisation needs to inherently understand how to do this activity based budgeting to work. This is a long-term process to execute properly because every departmental manager of businesses requires to be understood the activity procedure and identify the main drivers related to that. In that case, this can lead to lost revenue and unproductive work sessions for those corresponding departments. In most of the cases, individuals are in charge of the business to handle budgeting and not management of the department. So, it is difficult to implement such alternative budgeting approach into the system. The Rolling budget is the process, mainly used in the changing nature of the business. It forecasts key business drivers, which are evaluated on a continual basis (Liang and Ordasi 2015). This leading planning tool will help businesses find opportunities amid persistent volatility and intense competition. The main objective of this kind of budgetary system is to foresee the relevant risks and opportunities by the dynamic business environment. It is not about the period updating against the annual budget and not associated with a particular financial year. Thus, the Rolling budget mainly discusses the involvement of the incremental extension of the existing budget model of organisations (Mejzini and Seidel 2015). When a business produces a one year static budget, some budget activities now are repeated every month. This is the context when the concept of rolling budget appears. Furthermore, if the company applies participative budgeting to establish its budget on a rolling basis, the total attending time of employee used over the course of year is substantial. As a result of which, it is best to use as learner approach to a rolling budget with fewer people involvement in the process. For example, XYZ Company has adopted a twelve month planning horizon for the period of January to December. Now after the period of January is complete, planning should be made for the following January by adding a new budget. So it still has a twelve month planning horizon that now extended from February of the recent year to January of the next year. In this way, the continuous forecasting takes place in the form of rolling budget. There are many advantages of rolling budget in the changing business scenario. The entire system includes, changes from the previous period into the next, maintain continuity and oversight. Therefore, it is a more up-to-date than a static budget which generally does not consider the changes made during the forecasting period. In means it is more flexible compare to static budgets. Rolling budget helps management to be more responsive for the unexpected changes in the various business circumstances. Rather than assessing performance based on the previous record like in static budget, the organisation more concentrated on target based performances in the case of rolling budget (Novyarni 2015). On the other way, the rolling budget concept is also criticized by many ways. Preparation of rolling budget is not adjustable when the circumstances are not changing rapidly (Kaplan and Atkinson 2015). In that context, it may be considered as a waste of time budgeting procedure. Secondly, Rolling budgets are generally prepared for a shorter time frame and do not have a wide perspective. Therefore, the decisions and business vision may have the potential depth requirement for growing any business. Conclusion: By the above discussion it can be easily understood that alternative budgeting procedures can be applied based on the specific business requirements. The rolling forecast takes place for maintain continuance with the existing business process. On the other hand, the ABB concept is more likely to identification of cost drivers and make budget based on activity based approach. Lastly, a complete renewal procedure is used for zero based budgeting where budgets are made from the scratches. References: Amans, P., Mazars-Chapelon, A. and Villesque-Dubus, F., 2015. Budgeting in institutional complexity: The case of performing arts organizations. Management Accounting Research, 27, pp.47-66. Bedford, D.S. and Malmi, T., 2015. Configurations of control: An exploratory analysis. Management Accounting Research, 27, pp.2-26. Ibrahim, M.M., 2015. A Budget for All Seasons. International Review of Management and Business Research, 4(4 Part 1), p.963. Kaplan, R.S. and Atkinson, A.A., 2015. Advanced management accounting. PHI Learning. Liang, Y. and Ordasi, C., 2015. Analysing the Role of Rolling Forecast from a Broad Perspective. Mahal, I. and Hossain, M.A., 2015. Activity-Based Costing (ABC)An Effective Tool for Better Management. Research Journal of Finance and Accounting, 6(4), pp.66-73. Mahieu, K., Vroman, S. and Calluy, P., 2015. Asset-based Budgeting in Practice. Controlling Management Review, 59(5), pp.29-37. Mejzini, N. and Seidel, H., 2015. Challenging the Principles of the Beyond Budgeting Model: Can you really go beyond?. Novyarni, N., 2015. Integrated Approach to Budget (Unified Budget Approach) Implementation Evaluation and Medium-Term Expenditure Framework in Supporting the Implementation of Performance Based Budgeting in Bandung and Cimahi City Government in West Java. Research Journal of Finance and Accounting, 6(2), pp.69-78. Rabiu, A.S., Goni, K., Alhaji, A.M. and Aliyu, M.T., 2015. The Role Of Budget And Budgetary Control On Organisational Performance: A Case Study Of Tahir Guest House, Kano State, Nigeria. Journal of Business Management Economics, 3(4). Rigby, D. and Bilodeau, B., 2015. Management Tools Trends 2015. London, Bain Company.